significant causes and effects of project delays in the niger delta region, nigeria

7/27/2019 SIGNIFICANT CAUSES AND EFFECTS OF PROJECT DELAYS IN THE NIGER DELTA REGION, NIGERIA

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SAIIE25 Proceedings, 9th

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of July 2013, Stellenbosch, South Africa 2013 SAIIE

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SIGNIFICANT CAUSES AND EFFECTS OF PROJECT DELAYS IN THE NIGER DELTA REGION,

NIGERIA

B.P. Sunjka1* and U. Jacob2

1School of Mechanical, Industrial and Aeronautical Engineering

University of the Witwatersrand, South [email protected]

2School of Mechanical, Industrial and Aeronautical Engineering

University of the Witwatersrand, South [email protected]

ABSTRACT

Social infrastructure and amenities are crucial to creating sustainable communities. The Ni-

ger Delta region has been severely deprived by a lack of basic social amenities. In 2009, theNiger Delta Regional Development Master Plan (NDRDMP) was launched to ensure well-coordinated developmental programmes. Implementation of the master plan is expected to

be completed within fifteen years at a cost of over USD 36,000,000. The continuous rise inthe inflation rate in Nigeria would increase the cost of implementing the master plan, if theprojects are not completed on scheduled time. Although most of these social amenities pro-jects construction works began over the past years, their completion times have, however,been pushed back beyond the stipulated completion durations. Additionally, delays in infra-structural projects could impede oil exploration and cause negative impacts on the socio-

economic activities of the Nigerian state. This, therefore, poses serious concern to the de-velopmental partners in the region.

This study investigates the major causes and effects of construction project delays in theNiger Delta Region.

*CorrespondingAuthor


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1 INTRODUCTIONIn 2009, the Niger Delta Regional Development Master Plan (NDRDMP) was launched to en-sure well-coordinated developmental programmes by the developmental partners. The mas-ter plan contains a detailed framework on how the developmental activities are to be car-ried out in the Niger Delta region. Implementation of the master plan was initially expected

to be completed within fifteen years at a cost of over six trillion Naira or over thirty-six mil-lion US Dollars (N160 = 1USD) [17].The continuous rise in the inflation rate in Nigeria willincrease the cost of implementing the master plan, if the projects are not completed onscheduled time. Delays in the execution of infrastructural projects in the Niger Delta couldalso impede oil exploration and cause negative impacts on the socio-economic activities of

the Nigerian state. This, therefore, poses a serious concern to the developmental partners inthe Niger Delta region.

Recently, there have been indications that the master plan implementation is behind sched-ule. The Minister of Niger Delta Affairs has claimed that, developmental programmes in theNiger Delta region have been challenged by delays in execution of construction projects

[29]. Also, despite, the Niger Delta region being severely deprived by a lack of basic social

amenities Ojo [20],most of the social amenities projects where construction works beganover the past years have had their completion time pushed back beyond the stipulated com-pletion durations [17].

Several attempts by Project Professionals and Researchers to tackle the causes and effectsof project delays have not yielded sufficient positive results [24]. Even with todays tech-nology, and managements understanding of project management techniques, constructionprojects continue to suffer delay and project completion dates still get pushed back [3].These delays are experienced both in the public and private sector projects [30].

Thus, this problem of delays in the completion of construction projects in the Niger DeltaRegion raises the central question of this research study: What is the nature and significanceof construction project delays experienced in the Niger Delta Region?

The primary objectives of the study were to:

1.1Identify causes of project delays and determine the most important ones in the NigerDelta region, Nigeria.

1.2Identify effects of project delays and determine the most important ones in the NigerDelta region, Nigeria.

1.3Propose solutions to project delays in the Niger Delta region by ranking their impacts and

investigating how they could be eliminated or minimized.

2 CONSTRUCTION PROJECTSConstruction is an industry that involves complex and dynamic processes. It consists of suc-

cessful coordination of multiple discrete business entities such as professionals, tradesmen,manufacturers, trade unions, investors, local authorities, specialists, trade contractors andothers [14]. Construction projects impact on a nations economy. Successful completion ofconstruction projects leads to wealth creation; socio-economic growth and improved stand-ards of living [16],[25]. Nations are evaluated as developed, developing and underde-

veloped based on the quantity and quality of completed construction projects in their do-main [1], [13]. Delays in construction projects therefore impact on the economic projectionsof a nation. Dlakwa and Culpin [9] found that, in Nigeria 60% of the total national investmentgoes into construction projects.

Delays in the completion of construction projects is one of the most recurring problems in

the construction industry [12] and it is a common global phenomenon [11], [15]. Delays have

costly, risky and undesirable consequences on project success in terms of time, cost, quality


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and safety. These impacts are not only confined to the construction industry but they influ-

ence the overall economy of a country [23], [6], [21].

2.1 Construction projects in the Niger Delta region

Nigeria is the tenth largest contributor to the Worlds crude oil supply [27]. Ninety percent(90%) of its foreign exchange earnings come from sales of crude oil. Oil exploration in Nige-

ria is carried-out in the Niger Delta region [10]. The Niger Delta comprises of nine states ofthe federation: Abia, Akwa Ibom, Bayelsa, Cross River, Delta, Edo, Imo, Ondo and Riversstates [17]. In the last ten years, oil production in Nigeria has been intermittently disruptedby protests of the Niger Delta indigenes [10],[27]. They claim that, their environment hasbeen degraded through oil exploration without meaningful efforts by the oil and gas opera-

tors to develop the region. Ejibunu [10] and Ojo [20] assert that, the Niger Delta region isgrossly under-developed. Despite successful exploration of oil and gas over the past fiftyyears, there are inadequate infrastructural projects such as roads, hospitals and, schoolbuildings. This underdevelopment has led to youth unrest, militancy and consequently, hin-dered oil and gas exploration. Therefore, Nigerias oil and gas supply in the world oil market

has dropped [10].

Construction projects in the Niger Delta region include infrastructural and utilities projectssuch as buildings (hospitals, school blocks, skill acquisition centres), electrification, jet-ties/shore protection, channelization, roads/ bridges and water works. Presently, on-going

infrastructural construction projects consume 60%-70% of annual capital budgetary expendi-ture in the region [17].These projects are out-sourced to contractors and consultants for ex-ecution [17]. Successful completion of construction projects in the Niger Delta region is akey determinant to successful explorations of petroleum oil, as well as, socio-economic up-liftment. Additionally, completion of the infrastructural projects is expected to minimise

agitation for development, militancy and youth unrests in the region

Donor agencies, such as the European Union and NGOs, partner with some benefitting com-munities to execute infrastructural projects in the region. These agencies implement the

projects according to terms and conditions stipulated on a memorandum of understanding(MOU) agreed between them and the beneficiary communities.

3 DEFINITIONS3.1Project delays

Projects are considered delayed when their stipulated completion durations have not been

achieved [15]. Delays are frequent occurrences in developing countries such as Thailand, Pa-kistan, Saudi Arabia, Nigeria and Vietnam respectively [26]. Pourrostam, et al [23], remarkthat, project delays are the biggest challenges for the construction industry in developing

countries. Delays are, however, not only experienced in the developing countries, they areglobal phenomena [11], [15].

3.2Classification of delays

Delays are categorised as follows: excusable non-compensable delays, Non- excusable de-lays, excusable compensable delays and concurrent delays [34].

Excusable non-compensable delays are those which are beyond the control of both the own-er and the contractor. Non-excusable delays are those which are the responsibility of thecontractor. Excusable compensable delays are delays caused by the project owner (client).Concurrent delays are those caused by both the owner and the contractor. There are a fewtests which must be satisfied for a delay to be considered excusable and compensable. The

starting point of satisfying these tests is establishing a basis for measuring delay, and identi-fying relevant events that lead to such delays [14].


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3.3 Effects of project delays:

The impact or consequences of delay in project completion is termed the effect of projectdelay. Memon, et al [16], state that effect of delay is a change or impact due to delay

4 CAUSES AND EFFECTS OF PROJECT DELAYS IDENTIFIED FOR INVESTIGATIONThirty-eight (38) causes of construction project delays were identified from the literature[26], [24], [2], [18]. These were categorised and used for investigation in this study as fol-lows in Table 1 and Table 2.

Table 1: Causes of project delays

4.1 Clients related issues Description

Insufficient funding Funds are not adequately released during relevant phases of projects

execution. Milestones payments are not made on time due to organizational

lapses or bureaucracy. Inadequate cash flow leads to delay in delivery of

materials and equipment to the site and delay in payment of workers salaries.

Interference with project

performance

Top management staff of the Clients establishment could interfere in project

execution because of vested interest. For instance, some scope could be

introduced without due authorization. This happens mostly, if the management

staff were instrumental in the appointment of the vendor.

Delay or non-payment for

Completed works

This happens when agreed milestones for payment are not followed or when

there is no cash flow projection in the project implementation plan. For Public

sector projects, a delay in passage of the years appropriation bill by the

National Assembly could lead to delay in payment to Contractors and

Consultants.

Impractical allocation of

resources

Funds, manpower, materials, equipment are inadequate to complete the

project because project owners or clients have not properly assessed whether

they have the required resources to complete such projects.

Unrealistic contract duration This could be caused by wrong packaging of the contract document, political

interference or unprofessional/inexperienced clients staff. Where the stated

completion duration is impracticable, the onus lies on the stakeholders to

review the initial expected completion time and make amends where

necessary.

Wrong choice of Consultants &

contractors

Clients select Consultants and Contractors as their vendors. If the selection

process is faulty, unqualified vendors will be engaged. This could lead to faulty

works and frequent rework and delay in project completion

Slow decision making Clients are the project Owners. When they do not make decisions on time

regarding project matters, they slow down activities at the project sites. Slowdecision making could be caused by an organizations internal bureaucracy or

wrong channels of communication.

Design alterations & change

orders

Change in specifications and scope which were not considered originally or

changes of design to address some omissions that were vital to project

functionality. Alterations may require temporary stoppages that delay overall

project completion.

4.2 Contractor-related issues Description

Poor coordination of

subcontractors

Some aspects of construction works are subcontracted to nominated

specialised subcontractors. These subcontractors must be properly

coordinated by the Prime contractor to ensure timely delivery of assigned

aspects of works. Contractors must therefore ensure that each subcontractordelivers at the stipulated time expected and to specifications.


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Inappropriate construction

methods

Construction activities are required to be carried out using best practices and

tools. When the procedures are not followed, errors occur, leading to rework

and delays.

Inadequate planning Contractors appoint Project Managers who are expected to draw up workable

project plans and modalities for their implementation. A faulty plan will lead

to delay in project completion. Most Local Contractors rarely have practicablework programs at the initial stage of project planning. Lack of appropriate

work programs impairs monitoring of project progress against the stipulated

time.

Inadequate experience A contractor who does not possess requisite experience usually makes

construction errors. These errors lead to rework and delays in activities.

Mistakes during construction

stage

Inexperienced contractors usually make errors during construction. Sometimes

contractors employ low skilled staff in order to make more profit by paying

them lower salaries. Tendencies of errors are, thus, higher. Rework of an

already executed aspect of a scope slows down project progress. This has

serious impact if it involves execution of critical tasks.

Incompetent site management Contractors employees that are not skilled in project management are notable to manage their project site appropriately, thus, culminating in faulty

work, reworks and delay in completion of tasks.

Wrong choice of Bankers Banks provide funds for most projects. Their actions and inactions directly

impact on a contractors ability to execute the project as scheduled. Some

Banks internal processes could hinder timely release of funds. This happens

especially when a contractor requires facilities such as loans to finance the

project. It is a major challenge in Nigeria where the banking industry is in a

developing stage.

4.3 Labour and equipment

related issues

Description

Unskilled site manpower Employment of unskilled personnel at the project sites impedes execution of

work to specification and leads to error or mistakes during construction. Time

is then spent on alterations and corrections.

Improper equipment selection

& Faulty equipment

The use of the incorrect equipment extends tasks while faulty equipment leads

to delay due to the time spent to repair.

Labour disputes Labour disputes such as strikes slow down construction as time is spent on

negotiation and settlement of grievances.

4.4 Materials-related issues Description

Poor quality materials Poor quality materials lead to poor quality workmanship, thus an unacceptable

product. Most often, the project owners insist that correction be made or that

parts of work be completely redone.

Material shortages This results in slowed activities and sometimes temporary abandonment of

sites.

4.5 Consultant-related issues Description

Inappropriate design Improper design stalls project execution because of the time it takes for such

design to be reviewed, amended and accepted for construction works. When

errors are observed in the design, works are temporary suspended until such

errors are removed. This is predominant in organisations where selection

processes of vendors are compromised.

Poor contract management Most projects have consultants as the contract managers. They liaise between

the client and the contractor. Projects get delayed when the requiredmanagement principles are not utilised during projects execution.


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Late identification & resolution

of drawings & specification

errors & omissions

Projects are required to be completed on schedule, within budget and

according to specification. If consultants do not identify errors and omissions in

the working drawings early enough, already completed activities may require

alterations when such errors and omissions are discovered after project

commencement.

Late preparation of drawingsand other contract documents

Drawings and other contract documents such as Bill of EngineeringMeasurement and Evaluation (BEME) are required for a smooth execution of

any project. Therefore, delay in their release stalls project activities.

Improper contract

packaging/delivery strategy

Clients usually outsource packaging/delivery of contracts to the consultants

who are professionals. Errors in this task hinder the overall project

performance because issues not properly captured must be addressed before

project activities can progress otherwise, issue may arise that lead to legal

redress.

Over inspection Inspectors are required to track performance of the project through periodical

monitoring. Too frequent inspection becomes a distraction to the contractors,

and hence could impede contractors progress.

Long waiting time forinspection & testing

Certain aspects of projects require inspection and testing before furtheractivities could be carried out. Usually, Consultants and Clients staff are

tasked with the responsibility of coordinating such exercises. Delays in these

impede project progress.

Inappropriate coordination of

information

If projects issues or contractors requests are not addressed timeously and

information is not effectively managed, project activities can be negatively

affected. There must be a good communication management plan in place so

that site information is properly channelled and coordinated. Lack of

coordination of information fosters misunderstanding, potentially causing

conflicts that require resolution time.

4.6 Community related issues Description

Lack of community buy-in Local communities are stakeholders in public sector projects that are carried

out to improve socio-economic conditions. Proper needs assessments are

important as communities usually partner with projects they know will address

their needs. It is therefore appropriate to ensure a buy-in from expected

beneficiaries of projects so that they could cooperate with the Construction

Companies during execution.

Delay or Non-payment of

Compensation

At times people in the community are required to relinquish their properties

for demolition to achieve project objectives. In contracts, provisions are made

for payment of compensation. Delay in making these payments or non-

payments may stall project execution because, the affected owners of such

properties resist attempts for their properties to be demolished without

provision for replacement.

Youth unrest, Militancy &

communal crises

These issues are peculiar to the Niger Delta region. They were included by the

researcher, Unwana Jacob, in view of his experience in project delivery in the

region. Recently, there has been frequent unrest in the region due to agitation

by the youth protesting that their region has been deprived of basic socio-

economic amenities despite huge oil and gas explorations. They have

threatened to take oil and other construction workers hostage as well as some

elites in the region to express their grievances. This poses a major challenge in

projects execution in the region. Community unrest results in a non- conducive

environment for project execution, resulting in a slower pace of project work

and sometimes total abandonment of project sites.

4.7 Contractual relationship

related issues

Description


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Lack of adequate

communication between the

parties

Poor or inadequate communication between parties leads to misunderstanding

and misrepresentation of facts. This could breed conflicts and consequently

hinders smooth progress of activities.

Major disputes & negotiations Major disputes and negotiations between parties in project impede progress of

work as aggrieved parties wait until grievances are resolved before they

continue.

Wrong organizational structure

linking to the project

Organisational structures affect project performance [8].There are certain

projects that cannot be managed by certain types of organisational structures.

For instance, it is difficult to execute quick impact projects in a functional

organisational structure because of the slow decision making processes and

bureaucracies associated with such a structure.

4.8 External issues Description

Weather conditions In areas where there is frequent rainfall, inexperienced contractor/consultants

do not account for weather projections in their project implementation plan.

Change in government's

leadership & policies

Certain projects are stalled and abandoned when political leadership that

initiated them change. Sometimes, change in government policies such asmonetary and fiscal policies could lead to an increase in the cost of

construction materials and equipment. Contractors will not be able to continue

with the project as scheduled because of the time they need to spend on

approvals for price fluctuations and contract revision.

Natural disasters (e.g. floods,

lightning strikes)

There are areas that usually experience natural disasters such as floods. These

disasters are generally unpredictable. However, well established project

management organisations possess requisite skills to manage natural disasters.

Interference by political

leaders

This is usually experienced in Public sector projects. Some political leaders

have vested interest in particular projects. They interfere by requesting

additional scope requirements not captured in the original design or by

imposing unqualified contractors/ subcontractors on the client. The above

action leads to poor project performance especially in terms of time.

Table 2 Effects of project delays identified for investigation

Effect Description

Time overrun When the stipulated completion time is pushed forward, the project is said to

have experienced time overrun.

Budget overrun When a project is completed at a cost higher than what was budgeted, it is

said to experience a budget overrun.

Poor quality completed project As highlighted in the previous section inferior workmanship and/or inferior

quality materials, can lead to issues of project quality

Bad Public Relations When projects are delayed, contractors, consultants and clients could put

their public reputations at risk

Litigation Disputes can lead to court cases for resolution especially when large penalties

are at stake

Arbitration The cost and time related to the engagement of professional arbitrators

Disputes and claims Disputes and claims arise against for the losses incurred through delays

Total abandonment Delays in project execution could lead to total abandonment if issues leading

to the delays are not resolved timeously


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5 RESEARCH METHODTo investigate the central hypothesis: There is no cause/effect of project delays in theNiger Delta region that is most important, a questionnaire survey was considered

appropriate. This was because surveys can reach larger numbers of participants as opposedto face-to-face interviews and because of community and militant related unrest in theNiger Delta region collection of data at projects sites was not feasible. The questionnairewas constructed based on the groupings in section 4 above of the 38 causes of projectdelays, and the 8 effects of delays. A five point Likert scale was adopted, and option boxes

and open-ended questions were used, where the scale was not appropriate.

Participants fell into three broad categories, namely, Public sector, Multinational Companiesand Private Companies which included consultants, clients and contractors. They understandand communicate in the English language and hold at least a first degree in a relevant

engineering, project management and/ or related disciplines. The sample was selectedconveniently and judgementally to capture the required subgroups in the population. Port

Harcourt city in Nigeria is situated in the Niger Delta region. It is the most industrialised cityin the Niger Delta region, thus most construction and consulting companies locate their

administrative offices in this city but their operations reach the nine States of the NigerDelta region.The city also hosts regional offices of most developmental organisations. PortHarcourt was therefore considered representative of the entire population of Projectmanagement practitioners in the Niger Delta region.

Quantitatively, sample size could be determined using the Cochrans [7] formulas for samplesize calculation [32].The required minimum returned sample size needed to be 220.However, it is difficult and practically impossible to record a response rate of 100% in asurvey. Secondly, budget, time and other constraints could make it practically impossible to

achieve the required response in a survey [5]. In this research study, returned questionnaires

used in the analysis were eighty-three (83). This is about 38% of the required sample size(83/220 = 37.7%). However, the responses in this study spread across all categories of theparticipants required in the demographic information. Ultimately, one hundred and eighty-eight (188) questionnaires were served. This gave a response rate of 44%. Burgess [5]

recommends that, in a questionnaire survey research, a responses rate of 30% -40% isacceptable for data analysis. The shortfall in the required sample size implies that,conclusions in this study may be considered as perception of the respondents only.

6 RESULTS AND DISCUSSION

Summated scores from responses in the survey were analysed using inferential statistics i.e.

factor analysis, analysis of variance (ANOVA) and t-test, to reflect the actual support for theresearch focus.

6.1 Validity and reliability of the research instrument

Results of reliability analyses for the following items: All Causes of delays, Clients-, Con-tractor-, Labour and equipment-, Material-, Consultant-, Community-, Contractual

relationship-related issues and External causes, using measurement of internal consistenciesapproach showed that seven (7) out of the eight (8) Cronbachs Alpha coefficients for all fac-tors were greater than 0.5. These fall within the acceptable value considered for a researchinstruments reliability [4]. Only Materials related issues fell below 0.5.


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6.2 Most important (significant) causes of project delays

The five point Likert scale data could be reduced to three- positive, neutral and negative..From the interpretation of responses on Likert scale data, a mean score of 3.5 was chosen ascut-off point for significant (most important) factors. It is equivalent to 70% which implies

strong support/high opinion. Factors on causes and effects of delays with a mean scoregreater than or equal to 3.5 were used to frame sub-hypotheses from the main hypothesis.

Results from mean score analyses using 3.5 as a cut-off point for significant factors and thesub-hypotheses testing showed that the respondents perceived that the eleven factorslisted below were most important causes of project delays in the Niger Delta region:

1 Youth unrest, militancy and communal crises2 Inadequate planning by the contractors3 Delay or non-payment of compensation to the communities4 Wrong choice of consultants and contractors by the clients

5 Weather condition; poor contract management by the consultants6 Late identification and resolution of drawings and specification errors and omissions bythe consultants

7 Lack of community buy-in

8 Poor contract management by the consultants9 Inappropriate design by the consultants10 Unrealistic contract duration by the clients11 Poor coordination of subcontractors by the contractors

6.3 Most important effects of delays

The analyses of the respondents mean scores and results of sub-hypotheses testing

indicated that there were three most important effects of project delays in the Niger Deltaregion, namely:1 Time overrun: Overall respondents ranked time overrun as the first most important

effect of project delays (mean score = 4.03). The t-test results indicates that, this issignificant in the Niger Delta region (p-value=0 at 5% significance level).

2 Budget (Cost) overrun: Overall respondents ranked budget overrun as the second most

important effect of construction project delays (mean score=3.90). The t-test of meanscore at 5% significance level gave a p-value = 0.

3 Disputes and claims: Overall respondents ranked disputes and claims as third mostimportant effects of project delays (mean score= 3.53). Results of the t-test on the meanscore at 5% significance gave a p-value of 0 which implies that this is one of the

significant effects of project delays in the Niger Delta region. Delays in constructionprojects generate grievances among the stakeholders. Therefore, aggrieved parties couldmake claims to remedy damages that they incurred.

Most respondents (84.7%) perceived delays to be unbeneficial, while a few respondents

(12.5%) perceived that there were some benefits of delays, and 2.80% of respondents werenot sure.

6.4 Beneficiaries of project delays

48.2% of the overall respondents perceived contractors as beneficiaries of delays. They

expressed their opinion that when projects are delayed, contractors ask for upward review

of their contract sum, and they could thus make more profit as a result of the revisedcontract price.


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28.9% of the overall respondents perceived consultants as beneficiaries of delays. They

expressed the opinion that, when projects are delayed supervising consultants request forextension of their contract duration with the clients. This gives them the opportunity tomake more income. Delays in completing a particular project by a consultant could hinderfuture offer of new jobs opportunities to such firms.

20.5% of respondents perceived projects host communities as beneficiaries of delays. Mostunskilled workers are usually sourced from host communities to encourage community-contractor cooperation. Some respondents commented that when projects are delayed,workers who are indigenes of the host community continue to stay on employment until suchprojects are completed. Secondly, they remarked that, delays in project execution could

reveal poor quality workmanship which could have not been noticed until after defectliability period. If poor quality executed works are noticed early, there would be call forrework before final project completion.

9.6% of respondents perceived sponsors/clients as beneficiaries of delays. These categoriesof respondents believed that, sponsors/clients could make claims from the contractors for

delays caused by them. The researcher is of the opinion that, demand for claims could not

be compared to actualisation of the project objectives. Therefore, sponsors/clients do notderive any benefit from project delays.

6.5 Extent of project delays

Respondents perceived that, project delays mostly occur in roads/bridges, and shoreprotection/channelization projects. Construction works in the Niger Delta is challenged byweather. Roads/bridges constructions involve a lot of earth works while shoreprotection/channelization involves dredging and sand filling works, and the use of importedconstruction materials such as Reno mattresses, steel sheet piles and others. All these are

weather-dependent activities, thus strict planning is required to meet project timelines.Construction works in these categories of projects require more specialised equipment andmanpower than other types of infrastructures. The use of inexperienced vendors as

contractors and consultants could therefore, negatively impact on the smooth execution ofthe project.

7 RECOMMENDATIONSRecommendations are made for some of the major causes of project delays determined fromthe study; these recommendations are considered as solutions to construction project delaysin the Niger Delta region.

7.1 Solutions to youth unrest, militancy and communal crises

The Amnesty and ex-militants rehabilitation programme of the Federal Government ofNigeria should be sustained. Stakeholders in the Niger Delta region should intensify efforts insocial re-orientation programme against violence and violent related behaviours. Youths

should be encouraged to participate in project conceptualisation and execution. Negativeimpacts of youth unrest, militancy and communal crises should be incorporated into schoolscurricula at all levels. Provisions for security should be made during project design. Youthsof the project communities should be engaged and trained as projects police. There shouldbe a systematic and careful management of communal crises in the region through the

adoption of modern conflict resolution strategies such as non-violent communication (NCV)and dialogue. The Federal Government should proactively tackle the concerns of the NigerDelta youths rather than being reactionary. The Government should promote peace agendain the region such as through education on importance of peace to socio-economicdevelopment, access to justice and more equitable distribution of resources [33]. There

must be concerted efforts by the Niger Delta stakeholders towards full implementation of

the Niger Delta regional Master Plan. Ejibunu [10] states that full implementation of theNiger Delta Master Plan could end agitation by its People. Dialogue must be adapted toresolve communal crises. Niger Delta stakeholders should collaborate among themselves to


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execute corporate social responsibility projects. Ejibunu [10] observes that, this approach

could reduce agitations by aggrieved youths in the Niger Delta region.

7.2 Solutions to inadequate planning by the contractors

Risk management planning must be done at the early stage of a project, communicationmanagement planning, All assumptions on the project must be carried out at the planning

stage; All relevant stakeholders must be involved at the planning stage of the project.Contractors must set up framework for cash management at the planning stage, identifyquality standards and work out modalities on how to satisfy them [22].

7.3 Solution to delay or non-payment of compensation to the community

It is established that the Niger Delta region is volatile [31]. Payment of compensation funds

should be made early enough so that the demolitions of structures on the project are rightof way. There must adequate budgetary provisions for settlement of compensations claims.

7.4 Solution to wrong choice of consultants and contractors by the clients

Clients should properly pre-qualify contractors and consultants before engaging them. The

procurement laws of the Federal Government must be strictly followed. Toor and Ogunlana[26] recommend reforms in procurement systems, value chain management andstakeholders management as strategies to curtail construction delays.

7.5 Solutions to lack of community buy-in

Project sponsors/clients should adequately consult with the expected beneficiaries of

developmental projects so as to enhance their buy-ins. This should be undertaken duringneeds assessment and conceptualisation phase of every project.

UNDP [33] recommends that, there should be a participatory planning and people-centreddevelopment agenda as a remedy to lack of community buy-in in socio-economicintervention programmes.

8 CONCLUSIONSThis study was limited in that it was only carried out on developmental projects in the NigerDelta region; and by the activities of militants in the Niger Delta region which hindered

collection of data at the various project sites.

The study, however,contributes to the existing body of knowledge through:

N The design and construction of a questionnaire that could be adapted for thecollection of multivariate data from project practitioners in the Niger Delta region.

N The determination of most important causes of project delays in the Niger Delta

region.

N The determination of most important effects of construction project delays in theNiger Delta region.

N Establishing that there were no tangible benefits of construction project delays.


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