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Name of the on job Training : FUTURE PROJECT MANAGERS ON JOB TRAINING

Date: March 01 /3/ 2024-April 27 /4/2024

Name: TESFAYE ARFICHO AYELE

ID: CPDI/ 96

TITLE: EFFECTS OF DIFFERENT SUBCONTRACTOR INVOLVEMENT ON

SCHEDULE IN THE CASE OF SENDAFA PEACE KEEPING BUILDING PROJECT

Submitted to: CPDi

April 27/2024

Addis Ababa Ethiopia

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ACKNOWLEDGEMENT
I would like to begin by expressing my deepest gratitude to God, whose strong guidance and
blessings have been the cornerstone of my research journey. I am truly thankful for the Almighty
support that has helped my path throughout this process. I would also like to acknowledge and
extend my sincere appreciation to Project Manager Eng. Daganchew T assew and Eng. Tekeste
Tadesse, Engineering Service Team Leader Eng. Desta Eshetee , Work Execution Service Team
Leader Eng. Tibebu. Their invaluable contributions and collaboration during the preparation
period have played a crucial role in shaping the success of this paper.

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TABLE OF CONTENT

Contents
ACKNOWLEDGEMENT ......................................................................................................................ii

TABLE OF CONTENT ........................................................................................................................iii

ABSTRACT ........................................................................................................................................vi

CHAPTER ONE ................................................................................................................................. 1

1. INTRODUCTION ........................................................................................................................... 1

1.1 Background information ....................................................................................................... 1

1.2 Problem Statement ............................................................................................................... 2

1.4 Objectives.............................................................................................................................. 2

1.4.1 General Objective: ......................................................................................................... 2

1.4.2 Specific Objectives ......................................................................................................... 3

1.5 Paper Organization ............................................................................................................... 3

CHAPTER TWO ................................................................................................................................ 5

2. LITERATURE REVIEW ................................................................................................................... 5

2.1 Sub-Contractor ...................................................................................................................... 5

2.2 Types of sub-contractor ........................................................................................................ 6

2.2 Identification of Gaps in Current Knowledge: ...................................................................... 8

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2.3 Conceptual Framework: ........................................................................................................ 9

CHAPTER THREE ............................................................................................................................ 11

3. RESEARCH METHODOLOGY ...................................................................................................... 11

3.1 Method of the study ........................................................................................................... 11

3.2 Research instrument ............................................................................................................... 11

3.3 Participants ......................................................................................................................... 12

3.4 Data Collection Procedures ................................................................................................ 12

3.5 Data Analysis ....................................................................................................................... 14

CHAPTER FOUR ............................................................................................................................. 15

4. RESULTS AND DISCUSSIONS ...................................................................................................... 15

4.1 RESULTS............................................................................................................................... 15

4.1.1 Effects of different subcontractors' involvement on the schedule of projects. .......... 16

4.1.2 Key factors that contribute to delays in schedule specifically related to subcontractor
activities .................................................................................................................................... 16

4.1.3 Effectiveness of current subcontractor management practices in mitigating schedule

disruptions. ........................................................................................................................... 16

4.2 DISCUSSIONS ....................................................................................................................... 17

4.2.1 The Effects of Subcontractors' Involvement on Scheduling ........................................ 17

4.2.2. Factors Contributing to Schedule Delays on the Side of Subcontractor .................... 17

4.2.3. Subcontractor Management Practices ....................................................................... 17

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4.3 LIMITATIONS OF THE STUDY ............................................................................................... 18

CHAPTER FIVE ............................................................................................................................... 19

CONCLUSIONS AND RECOMMENDATIONS................................................................................... 20

5. 1Recommendations: ............................................................................................................. 20

5.2 Recommendations for future paper ................................................................................... 20

5.2 Conclusion: .......................................................................................................................... 21

CHAPTER SIX.......................................................................................................................... 23

Bibliography .................................................................................................................................. 23

CHAPTER SEVEN ............................................................................................................................ 24

7. APPENDICES .............................................................................................................................. 24

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ABSTRACT

The construction of peacekeeping senior management buildings is crucial for facilitating

effective peacekeeping operations, yet it faces challenges, particularly concerning subcontractor
involvement. This study focuses on investigating the effects of different subcontractors'
involvement on project schedules within the context of peacekeeping senior management
building projects. The research delves into factors contributing to delays, such as subcontractor
coordination, skill levels, and adherence to timelines. It also evaluates the effectiveness of
current subcontractor management practices in mitigating schedule disruptions. The research
methodology employed applied research methods, utilizing primary data from semi-structured
interviews with project managers, engineering team leaders, and subcontractors, along with
secondary data from project documents. The results reveal significant impacts of subcontractor
involvement on project schedules, with delays of up to 50% attributed to inefficient
subcontractors. Factors such as lack of skilled personnel, material supply issues, and
communication gaps were identified as contributors to delays. In light of these findings,
recommendations are proposed for enhanced communication channels, subcontractor training,
supply chain optimization, streamlined termination processes, and improved contractual clarity.
These recommendations aim to improve subcontractor management and schedule adherence in
peacekeeping senior management building [Link] study concludes that addressing the
identified factors is essential for mitigating delays and ensuring project success. By
implementing the recommended strategies, projects can enhance schedule management,
coordination with subcontractors, and achieve timely and efficient project completion.

Key Words: Subcontractor, Project Schedule, Schedule Delays, Subcontractor Management

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CHAPTER ONE

1. INTRODUCTION

1.1 Background information

The construction of peacekeeping senior management buildings stands as a critical aspect of
facilitating effective peacekeeping operations in Ethiopian Police University. These buildings
serve as one bed and two bed room building for senior management staff, housing administrative
offices, conference rooms or meeting hall, cafeteria, gymnasium, libraries and facilities essential
for the coordination and management of peacekeeping missions. However, the successful
completion of these construction projects is often challenged by a multitude of factors, with one
significant aspect being the involvement of various subcontractors.

Subcontractors play a pivotal role in peacekeeping senior management building projects,

contributing specialized skills and resources necessary for the construction process. These
subcontractors handle tasks ranging from road works, septic tanks, electrical and plumbing work
to structural elements and finishing works. Despite their integral role, the impact of
subcontractors' involvement on project schedules remains a challenge that requires in-depth
exploration.

Previous research in the construction industry has highlighted the complexities surrounding
subcontractor management and its effects on project schedules. Issues such as delayed deliveries,
conflicting schedules, skill shortages, and miscommunication among subcontractors have been
identified as common causes of project delays and cost overruns.

Understanding how the involvement of different subcontractors influences project schedules in

the context of peacekeeping senior management buildings is crucial for improving project
efficiency and success. By investigating the specific challenges faced within this sector, this
study aims to contribute to the body of knowledge in construction project management. The
findings will not only benefit project managers and stakeholders involved in peacekeeping
operations but also provide insights and recommendations for enhancing the effectiveness of
subcontractor management in similar large-scale construction projects under Ethiopian
Construction Works Corporation. Through this research, I aim to address the gap in
understanding and ultimately contribute to the successful delivery of peacekeeping senior
management building projects.
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1.2 Problem Statement

The construction of peacekeeping senior management buildings involves a complex network of
subcontractors, each playing a crucial role in project execution. However, the impact of these
subcontractors' involvement on project schedules is not well-understood. Delays and disruptions
caused by subcontractors can move through the project, affecting timelines, resource allocation,
and overall project success. Understanding the specific factors that contribute to delays such as
subcontractor coordination, skill levels, and adherence to timelines, is essential for effective
project management. This study focus to investigate the effects of different subcontractors'
involvement on project schedules within the context of peacekeeping senior management
building projects. By identifying the key challenges and potential solutions related to
subcontractor management, this research aims to provide valuable insights for improving the
efficiency and success of such projects.

1.3 Paper Questions

 What is the impact of varying levels of subcontractor involvement on the overall

schedule of peacekeeping senior management building projects?

 What are the key factors that contribute to delays in peacekeeping senior management
building projects specifically related to subcontractor activities?

 How effective are current subcontractor management practices in minimizing schedule

disruptions and ensuring timely completion of peacekeeping senior management building
projects?

1.4 Objectives

1.4.1 General Objective:

The key objective of the paper is to assess the effects of involving different subcontractor on
schedule in the case of peace keeping senior management building project.

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1.4.2 Specific Objectives

 To assess the effects of different subcontractors' involvement on the scheduling of
peacekeeping senior management building projects.

 To identify the specific factors contributing to delays in peacekeeping senior

management building projects due to subcontractor involvement.

 To evaluate the effectiveness of current subcontractor management practices in

mitigating schedule disruptions in peacekeeping senior management building projects.

1.5 Paper Organization

Introduction : Includes the background information of the project, describe the effects of
subcontractor involvement on the schedule , present the problem statement due to involvement of
different subcontractor on project schedule of peace keeping senior management building
project , the objectives of the paper and the overviews of the research paper structure.

Literature Review: On this part of the paper the review of relevant literature on involvement of
different subcontractor on project schedule is explained in detail, the effect of different
subcontractor in project schedule, gaps in subcontractor selection and their implications is
identified.

Methodology: This part describes the research or paper design and approach used to assess the
current project, data collection procedures, participants or subjects.

Research Findings: on this section of the paper the findings are presented on the current effects
of different subcontractor involvement on the schedule in peace keeping senior management
Building Project.

Result, Analysis and ,and Discussions : On this part of paper the result from interviews and
questionnaire presented on the current effects of different subcontractor involvement on the
schedule in peace keeping senior management Building Project and the result is interpreted
based construction schedule management theories and the impacts on project timeline and
potential improvements.

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Conclusion and Recommendations: On this part the summary of key findings described, the
specific recommendations for effective subcontractor involvement and management is proposed
and overall conclusion is prepared.

References: on this part of the paper all sources cited is listed in alphabetical order.

Appendices: on this part the additional supporting documents are attached.

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CHAPTER TWO

2. LITERATURE REVIEW
The construction industry, particularly in the context of large-scale projects such as
peacekeeping senior management building projects, relies heavily on subcontractors for
specialized tasks and expertise. Subcontractors play a crucial role in the successful completion of
construction projects by contributing their skills and resources. However, the management of
subcontractors and their impact on project schedules have been subjects of extensive research
due to their significant implications on project outcomes.

2.1 Sub-Contractor
Most major construction works at site are performed by the subcontractor and the main
contractor roles has become limited in the execution of work at site (Andreas et. al., 2009). Also
they have explained that main contractor would select the subcontractor through bidding process.
Awarding a project to the right subcontractor is critically important as it may affect the overall
project performance. The main contractor will need to do a background study on their financial
status, technical ability and gather other information that may be helpful about their
subcontractor.

The common practice when selecting a subcontractor is through the ‘lowest bidding’, although
when the main contractor is very well aware about problems that may arise later, particularly on
issue regarding poor quality of workmanship and low productivity. This also can avoid claims
and disputes. Thus, the main contractor has to do a list of supplementary selection criteria such
as looking at its past performance, financial status and team working capacity that will give more
impact on the final output performance of the main contractor. According to (Arslan G., Kivrak,
S., Birgonul, M.T. and Dikmen, I. , (2008).), there are some factors that need to be taken into
consideration before selecting subcontractor that includes:

a. Subcontractor’s capacity of resources

b. Their past performance records

c. Company reputation and,

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d. The ability to complete the work on time.

A good integration between the subcontractor and the main contractor could assist in many
aspects like timely completion, improved quality and at the same time can help in improving
environmental issues, health and safety

2.2 Types of sub-contractor

There are two types of subcontractor:

a) Domestic subcontractor

A domestic sub-contractor is any sub-contractor, other than a nominated-sub contractor, that the
main contractor sub-contracts to carry out part of the works. The work of the sub-contractor is
the responsibility of the main contractor as far as the contract between the main contractor and
the client is concerned (Ying, (2010). ).

Cantarelli, (2009).) had explained that most domestic subcontractors are normally appointed
directly by the main contractor. Domestic subcontractor will carry out the works on behalf of the
main contractor and basically, they will do all the general works. Hence, the scope of works of a
domestic subcontractor includes all the works stated in the subcontract in accordance with order
from the main contractor.

b) Nominated subcontractor

Definition of nominated subcontractor according to Cheng Ying (2010) is any merchant

tradesman specialist or other person, firm or company that is nominated in accordance with the
Contract to be employed by the Contractor for the execution of work or supply of goods
materials or services for which Prime Cost has been inserted in the Contract or ordered by the
Engineer to be employed by the Contractor to execute work or supply goods materials or
services under a Provisional Sum. The nominated subcontractor is normally appointed by the
project stakeholder or directly through client, unlike the domestic subcontractor. Nominated
subcontractor does not need to report progress to the main contractor since they do not have a

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formal contract with the main contractor and their payment is paid directly by client (Cantarelli,
(2009).)

(Idrus A, (2011).) dealt that the effective coordination of subcontractors is essential for ensuring
project success and timely completion. They identified poor subcontractor management as a
leading cause of schedule delays in construction projects. Factors such as subcontractor
reliability, communication, and coordination were highlighted as critical elements influencing
project schedules. This aligns with the challenges often faced in peacekeeping senior
management building projects, where multiple subcontractors are involved in various stages of
construction.

Furthermore, research delved into the specific impact of subcontractor scheduling conflicts on
project timelines. Their findings revealed that conflicting schedules among subcontractors can
lead to bottlenecks and delays in project progress. This is particularly relevant to peacekeeping
senior management building projects, which often involve subcontractors with diverse schedules
and scopes of work. Understanding and mitigating these conflicts is crucial for maintaining
project schedules and ensuring timely completion.

In addition to scheduling conflicts, skill shortages among subcontractors have been identified as
a significant challenge in the construction industry. A study by highlighted the adverse effects of
skill shortages on project schedules, emphasizing the importance of subcontractor selection
based on skill levels and capabilities. This issue becomes even more critical in peacekeeping
senior management building projects, where specialized requirements and security protocols
demand a high level of expertise from subcontractors.

Moreover, the impact of subcontractor delays on project costs has been extensively studied.
Research According to (Endut, (2008).), when there is a time overrun, it will lead to cost overrun
as well since these two are interrelated factors and they explored the relationship between
subcontractor delays and cost overruns in construction projects. Their findings indicated that
delays caused by subcontractors can significantly inflate project costs, affecting overall project
budgets. This is a crucial consideration for peacekeeping senior management building projects,
where budget constraints and efficient resource allocation are paramount.

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Considering the unique context of peacekeeping senior management building projects, which
often operate in challenging environments with strict security protocols and specialized
requirements, the need for effective subcontractor management becomes even more pronounced.
Studies by (Li et al.F.Y.Y., .(2018)) emphasized the importance of adopting innovative
subcontractor management practices to mitigate schedule disruptions and enhance project
efficiency. Strategies such as improved communication, clear contractual agreements, and
performance monitoring were highlighted as effective measures to address subcontractor-related
challenges.

In conclusion, the literature clearly indicates that the involvement of different subcontractors in
construction projects, especially in the case of peacekeeping senior management building
projects, significantly impacts project schedules. Challenges such as scheduling conflicts, skill
shortages, and delays can have detrimental effects on project timelines and costs. Therefore, this
study aims to contribute to the existing body of knowledge by specifically focusing on the effects
of subcontractors' involvement on project schedules in peacekeeping senior management
building projects, providing valuable insights for project managers and stakeholders.

2.2 Identification of Gaps in Current Knowledge:

Limited Focus on Peacekeeping Senior Management Building Projects: While there is extensive
research on subcontractor management in the construction industry, there appears to be a gap in
literature specifically addressing the unique challenges faced in peacekeeping senior
management building projects. These projects operate in distinct environments with stringent
security protocols and specialized requirements, which may necessitate tailored subcontractor
management strategies not adequately explored in existing literature.
Lack of Comprehensive Study on Subcontractor Impact: Although several studies highlight the
importance of subcontractor management and its impact on project schedules, there seems to be
a gap in the comprehensive examination of the multifaceted effects of subcontractor involvement.
While some studies address scheduling conflicts and delays, there is a need for a more holistic
understanding of how subcontractors influence various aspects of project execution beyond just
timelines, such as quality, safety, and cost.

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Insufficient Exploration of Innovative Management Practices: While some literature suggests the
adoption of innovative subcontractor management practices, there is a gap in the depth of
exploration regarding the effectiveness and applicability of these practices in real-world
scenarios, especially in the context of peacekeeping senior management building projects.
Further research is needed to identify and evaluate specific strategies that can address the unique
challenges posed by subcontractors in such projects.
Limited Examination of Stakeholder Perspectives: Existing studies primarily focus on the
perspectives of project managers and subcontractors themselves, with limited attention given to
the viewpoints of other stakeholders, such as clients, government agencies, and local
communities. Understanding the diverse perspectives and interests of all stakeholders involved in
peacekeeping senior management building projects is crucial for developing comprehensive
subcontractor management frameworks that account for the broader project context and
objectives.
Addressing these gaps in current knowledge will not only contribute to a deeper understanding of
subcontractor management in the construction industry but also provide valuable insights for
enhancing the efficiency and success of peacekeeping senior management building projects.

2.3 Conceptual Framework:

The conceptual framework for understanding subcontractor management in peacekeeping senior

management building projects comprises four interconnected elements:
Project Context: This encompasses the unique characteristics and requirements of peacekeeping
senior management building projects, including security protocols, specialized needs, and
environmental considerations. Understanding the project context is essential for tailoring
subcontractor management strategies to specific project requirements and constraints.
Subcontractor Selection and Integration: This element focuses on the process of selecting
subcontractors and integrating them into the project team effectively. It involves criteria such as
past performance, technical capabilities, and alignment with project goals. Effective
subcontractor selection and integration facilitate smooth project execution and minimize risks
associated with poor subcontractor performance.

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Communication and Coordination: Effective communication and coordination among

stakeholders, including subcontractors, project managers, clients, and other relevant parties, are
crucial for project success. Clear communication channels, regular updates, and collaborative
problem-solving help prevent misunderstandings, resolve conflicts, and ensure alignment with
project objectives.
Performance Monitoring and Adaptation: This element involves monitoring subcontractor
performance throughout the project lifecycle and adapting management strategies as needed.
Performance metrics such as schedule adherence, quality of workmanship, and compliance with
safety standards inform decision-making and enable timely interventions to address issues and
optimize project outcomes.

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CHAPTER THREE

3. RESEARCH METHODOLOGY
This research is conducted to address the effects of different subcontractor involvement on
schedule of the project in peace keeping senior management building project by deeply
investigating on the question" What are the main effects of different subcontractor involvement
on schedule in peace keeping senior management building project?"

The research design is based on "Applied research methodology" which is characterized by its
practical orientation, addressing real-world issues and providing tangible solutions. This type of
research is purposefully designed to have immediate relevance and application in specific
contexts, contributing directly to the resolution of practical problems.

Data sources include primary and secondary data. Primary data were obtained from semi
structured interviews with the project manager, engineering team leader, and execution team
leader of lot one and lot two involved in running/managing the peace keeping senior
management building projects, resident engineer and other subcontractors in the construction of
physical facilities. Secondary data were obtained by thoroughly studying and investigating
documents obtained from projects documents which were prepared to construct and manage the
project.

3.1 Method of the study

The research was done by qualitative methods have been applied in the study. The Scope of this
survey encompasses those participants (parties) who are involved in the engineering teams,
execution or construction and management, and consultant of the peace keeping senior
management building project.

3.2 Research instrument

Interview Method was used as research techniques/instruments to gather data from the
respondents in the research sample. The interviews conducted face to face were used to gather
data from professionals with an in-depth knowledge about the issues in questions.

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Open-ended semi-Structured questions were prepared for interviewing purpose. Formal and
informal discussions are made with key respondents. The interview question is prepared as
applicable as possible to the respondents and made clear for the respondents, this is Why to get
enough information to my paper work.

3.3 Participants
Participants for the interviews were selected based on their roles and responsibilities within the
project. Key stakeholders such as project managers, resident engineers, procurement officers,
and subcontractors directly involved in project were interviewed to gather diverse perspectives.

3.4 Data Collection Procedures

1. Research Design Definition: Begin by clearly defining the research objectives, questions,
and scope. Determine the qualitative approach best suited to address the research questions

2. Participant Selection: Identify and recruit participants who possess relevant experiences,
perspectives, or knowledge related to the research topic. Consider criteria such as
demographic characteristics, professional background, or specific experiences pertinent to
the research focus.

3. Informed Consent: Prior to data collection, obtain informed consent from all participants.
Provide comprehensive information about the research purpose, procedures, confidentiality
measures, and participants' rights. Ensure participants understand their voluntary
participation and the potential implications of their involvement.

4. Data collection methods

a) Interviews

Conduct semi structured interview s with participants to explore their perspectives and
experiences related to the research topic.

Facilitate group discussions with participants who share common characteristics or experiences.
Use open-ended prompts to stimulate conversation and elicit diverse viewpoints on the research
subject.
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Record data collected through interviews, focus groups, observations, or document analysis
using appropriate methods, such as audio records. Ensure accuracy and completeness in data
recording to facilitate subsequent analysis.

Limited number of persons was selected for the interview from different stakeholders. The
involvement of the respondents varies according to the stakeholder they represent. Respondent
Characteristics is composed of various professionals working for ECWC, subcontractors, and
consultant.

The interview process is largely determined by the quality of the information obtained and the
extent of respondents’ involvement in the peace keeping senior management building projects.
Semi-structured questions were prepared as guidance for respondents, which are relevant for the
thesis work. The number of questions asked and the way in which they are asked are limited
based on the time constraint and the relative importance, in my case the time given to study is
too short this guided me to prepare ten comprehensive interview questions, which is enough to
prepare my research.

During the interview, every effort was made to minimize the potential for respondents may
misunderstand questions by explaining my intention. Also the possibility of miss record or
misunderstanding respondents’ answer was eliminated by asking and checking with other
respondents’ information and by cross correcting by literature. I focused on the quality of
information rather than the quantity.

No response may occur when an individual is unable to complete the interview or to answer
specific questions due to limited involvement in the situation.

Employ qualitative data analysis techniques to systematically interpret and make sense of the
collected data. This may involve categorizing, and identifying patterns, relationships within the
data.

Compare and contrast data collected through multiple sources or methods to agree with findings
and mitigate potential biases or limitations.

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Validate research findings with participants by sharing preliminary analysis or interpretations

and soliciting feedback or clarification. Ensure participants' perspectives are accurately
represented and provide opportunities for them to confirm, or expand upon study findings.

b) Observation

By observing how their project schedule are affected due to involvement different inefficient
subcontractors in the peace keeping senior management building project. Engage in direct
observation of relevant settings, interactions, or phenomena related to the schedule. Document
observed behaviors, interactions, and contextual factors using audiovisual recordings

c) Literature review

Review the project documents which are related to the schedule management between the main
and the subcontractor such as master schedule of the project and the progress status of the project.
Collect and analyze relevant documents, artifacts, or archival materials that provide insights into
the research topic. This may include reports, correspondence, publications, photographs, or other
textual or visual sources.

3.5 Data Analysis

In the interview several questions are asked in a manner where the respondent could state
whatever they wished, rather than having to choose from defined response categories. Open-
ended questions allow very specific items to be stated, but can lead to long and complex
responses. To classify the open-ended responses, categories were developed and the responses
were assigned to the most appropriate category.

Placing limits on the number of items classified prevents the over representation of one
respondents viewpoints.

Summarized analytical review is made for the discussion-based observation, reviewing the
documents and interview. Only key questions that are believed to include other questions are
analyzed with respect to the research purpose. Related questions are merged to one group for
discussion.

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Finally, the data gathered from observation and semi-structured interviews conducted with key
informants will be analyzed. Then the results compared with literature to see if they agree or not
will be discussed.

CHAPTER FOUR

4. RESULTS AND DISCUSSIONS

4.1 RESULTS
The investigation into the effects of involving different subcontractor in building project clearly
shows that consequences affecting various aspects of project in project schedule and success.
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4.1.1 Effects of different subcontractors' involvement on the schedule of projects.

 Delayed the project schedule up to 50% due to inefficient or poor performing
subcontractor
 Cost overrun due to the sub contractor not timely accomplishing his assigned task
 Unable to request for the interim payment due to the subcontractor inefficiency
 The subcontractor have no their own schedule and they are sometimes disagree to accept
the main contractors schedule and this resulted on schedule delay
 Termination process of inefficient subcontractor has taken up to one month and also
assigning other subcontractor delayed the schedule of the project.

4.1.2 Key factors that contribute to delays in schedule specifically related to subcontractor
activities
 Subcontractor have no their own skilled key personnel

 Lack of ability to supply good construction materials such as sand and this resulted
in delay of project schedule.
 Lack of their own work execution schedule resulted to opposing not to go with the
main contractor schedule and resulted in project delay.

4.1.3 Effectiveness of current subcontractor management practices in mitigating schedule

disruptions.
 According to the interview results shows that there is a gap in communication with the
subcontractor and main contractor.
 There is lack of effort between the main project team and subcontractor regarding
schedule alignment.
 There is a communication gaps between in effectively addressing the schedule related
issue

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4.2 DISCUSSIONS

4.2.1 The Effects of Subcontractors' Involvement on Scheduling

The research findings underscore the significant impacts of subcontractor involvement on project
schedules in peacekeeping senior management building projects. Delays of up to 50% were
attributed to inefficient or poor-performing subcontractors, indicating a critical issue with
subcontractor management and performance. These delays not only affect project timelines but
also result in cost overruns due to subcontractors failing to timely accomplish their tasks. The
inability to request interim payments due to subcontractor inefficiencies further highlights
disruptions in project cash flow. Moreover, the absence of subcontractors' own schedules,
leading to disagreements with the main contractor's schedule, further contributes to project
delays and hampers effective coordination.

4.2.2. Factors Contributing to Schedule Delays on the Side of Subcontractor

Several specific factors were identified as contributors to delays in peacekeeping senior
management building projects:

1. Lack of Skilled Personnel: Subcontractors' absence of skilled key personnel significantly

impacts project progress, resulting in inefficiencies and rework.

2. Material Supply Issues: Inability to provide essential construction materials, such as sand,
results in delays and hampers construction activities.

3. Work Execution Schedule: Subcontractors' lack of their own work execution schedule
causes conflicts with the main contractor's schedule, leading to delays and disruptions in
project sequencing.

These factors underline the importance of addressing subcontractors' capabilities and ensuring a
reliable supply chain to prevent disruptions and keep projects on track.

4.2.3. Subcontractor Management Practices

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The research indicates shortcomings in current subcontractor management practices:

Communication Gap: There is a notable gap in communication between subcontractors and the
main contractor, resulting in misunderstandings and delays.

Alignment Effort: Lack of effort between the main project team and subcontractors regarding
schedule alignment increase delays and coordination issues.

Addressing Schedule Issues: The research highlights inefficiencies in quickly addressing

schedule-related problems, leading to prolonged delays and project setbacks.

4.3 LIMITATIONS OF THE STUDY

Sample Size and Selection Bias: The study's findings are based on a limited number of
interviews with key stakeholders involved in peacekeeping senior management building projects.
The sample size may not fully represent the diversity of perspectives within the industry, leading
to potential selection bias and limiting the generalizability of the results.
Dependence on Self-Reported Data: The data collected through interviews and document
reviews rely on self-reported information provided by participants. There is a risk of bias or
inaccuracies in participants' responses, which could affect the reliability and validity of the
study's findings.
Scope Limitations: The study focuses specifically on subcontractor involvement and its effects
on project scheduling in peacekeeping senior management building projects.
Single Methodology Approach: The study primarily relies on qualitative methods, such as
interviews and document analysis, to gather and analyze data. While qualitative approaches offer
valuable insights into stakeholders' experiences and perspectives, a mixed-methods approach
combining qualitative and quantitative techniques could provide a more comprehensive
understanding of the research topic.
Contextual Specificity: The findings and conclusions drawn from the study may be specific to
the context of peacekeeping senior management building projects and may not be directly

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applicable to other construction projects or industries. It's essential to consider the unique
characteristics and challenges of the study context when interpreting the results.
Acknowledging these limitations is crucial for understanding the scope and applicability of the
study's findings and for informing future research directions in this area.

CHAPTER FIVE

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CONCLUSIONS AND RECOMMENDATIONS

5. 1Recommendations:
Enhanced Communication Channels:

Clear and efficient communication channels should be established between main project teams
and subcontractors. Regular meetings and progress updates can help address schedule
disagreements and ensure alignment.

Supply Chain Optimization:

Ensuring a reliable supply chain for construction materials is essential. Contracts should include
provisions for timely and consistent material delivery to prevent delays.
Streamlined Termination Processes: Efficiently handling the termination of inefficient
subcontractors is crucial. Clear termination clauses in contracts can minimize delays in project
schedules.

Regular Performance Monitoring and Reporting:

Implementing regular performance monitoring and reporting mechanisms for subcontractors can
identify inefficiencies early. This enables prompt corrective actions and prevents delays from
escalating.

Enhanced Contractual Clarity:

Contracts with subcontractors should clearly outline schedule expectations, penalties for delays,
and performance metrics. This ensures accountability and provides a framework for managing
schedule-related issues.

5.2 Recommendations for future paper

To enhance the effectiveness of future research, it is recommended to allocate sufficient time for
data collection and analysis. The limitation of time in this study restricted the number of
respondents and depth of insights obtained. For future studies, a more extended timeframe would
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allow for a broader sampling of stakeholders, providing a more comprehensive understanding of

the effects of subcontractor involvement on project schedule in large-scale construction projects.

Additionally, incorporating a mixed-methods approach could offer a more holistic view of the
issue. While qualitative methods, such as interviews and observations, were valuable in
capturing detailed insights, complementing them with quantitative data through surveys or data
analytics could provide statistical validation and a broader perspective on the prevalence and
severity of the identified consequences.

Furthermore, expanding the research scope to include multiple construction projects or

collaborating with other researchers in the field could enhance the conclusion of findings. This
collaborative approach would enable the exploration of variations in communication challenges
across diverse projects, leading to more strong recommendations for improving subcontractor
involvement and schedule management in the construction industry.

5.2 Conclusion:
Considerable Impact: The involvement of various subcontractors in peacekeeping senior
management building projects has significant repercussions on scheduling. These effects span
multiple facets, including communication, personnel, material supply, and termination processes.

Communication Gaps: One of the foremost challenges lies in addressing communication gaps
between subcontractors and the main project management team. These gaps often lead to
misunderstandings, delays in decision-making, and ultimately, project setbacks.

Skilled Personnel Shortage: Another critical factor influencing scheduling is the shortage of
skilled personnel among subcontractors. This shortage can impede the smooth progression of
tasks, leading to bottlenecks and schedule disruptions.

Material Supply Issues: Delays in material supply represent a common hurdle in peacekeeping
construction projects. Subcontractors' inability to procure materials on time can severely impact
project timelines, causing cascading delays throughout the construction process.

Inefficient Termination Processes: The inefficiency of termination processes, including the

replacement of subcontractors or the resolution of contractual disputes, poses a significant

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challenge to scheduling. These processes often consume valuable time and resources,
exacerbating project delays.

Mitigation Strategies: Addressing these identified factors is vital for mitigating delays and
ensuring the success of peacekeeping senior management building projects. Implementing
proactive strategies such as improved communication protocols, enhanced workforce training
programs, streamlined material procurement processes, and expedited termination procedures
can help alleviate scheduling challenges.

Improved Schedule Management: By implementing the recommended strategies, peacekeeping

projects can enhance their schedule management capabilities. This entails establishing clear
timelines, identifying critical path activities, and regularly monitoring progress to proactively
address any deviations from the schedule.

Enhanced Coordination: Effective coordination with subcontractors is essential for maintaining

project momentum and minimizing delays. By fostering collaborative relationships and
establishing open lines of communication, project stakeholders can ensure seamless integration
of subcontractor activities into the overall project schedule.

Timely Project Completion: Ultimately, the successful implementation of these strategies

enables peacekeeping senior management building projects to achieve timely and efficient
project completion. By overcoming scheduling challenges and optimizing resource utilization,
projects can meet their objectives within the stipulated timeframe, contributing to overall mission
success.

In conclusion, the effects of different subcontractors' involvement on scheduling in peacekeeping

senior management building projects are substantial and multifaceted. Addressing the identified
factors such as communication gaps, lack of skilled personnel, material supply issues, and
inefficient termination processes is crucial for mitigating delays and ensuring project success. By
implementing the recommended strategies, these projects can improve their schedule
management, enhance coordination with subcontractors, and achieve timely and efficient project
completion.

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CHAPTER SIX

Bibliography
Arslan G., Kivrak, S., Birgonul, M.T. and Dikmen, I. . ((2008).). Improving subcontractor
selection process in construction projects:. Web-based subcontractor evaluation system
(WEBSES), Automation in Construction, Vol. 17, pp. , 480-488.

Cantarelli, C. ((2009).). Cost overruns in Dutch transportation infrastructure projects.

[Link] , [Link].

Endut, I. ((2008).). Framework for Minimising Time Overruns Of Malaysian Construction

Projects. . Glasgow Caledonian University, UK.: Unpublished PhD Thesis, School of
Engineering and Built Environment, .

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ETHIOPIAN CONSTRUCTION WORKS CORPORATION
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on Schedule in the Case of Sendafa Peace Keeping Building Page 24 of 31
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Idrus A, S. M. ((2011).). Prioritizing Project Performance Criteria within Client Perspective.

Li et al.F.Y.Y., C. L. (.(2018)). Factors affecting subcontractors' performance in Hong Kong

construction industry. Engineering, Construction and Architectural Mnagement , , 25(10),1305-
1321.

Ying, C. ((2010). ). “Sustainable Performance Criteria for Construction Method Selection in

Concrete Buildings”, . journal of Automation in Construction, vol 19, issue 2, pp. , 235-244.

CHAPTER SEVEN

7. APPENDICES

1. Can you describe your experience with subcontractors in peacekeeping senior

management building projects?
2. What specific roles and responsibilities do subcontractors typically have in these projects?
3. From your perspective, what are the common factors that contribute to scheduling delays
in peacekeeping senior management building projects due to subcontractor involvement?
4. How do you assess subcontractors' performance in terms of meeting project schedules
and deadlines?
5. What strategies or practices have you observed or implemented to mitigate schedule
disruptions caused by subcontractors?
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6. Can you identify any challenges or obstacles encountered when managing subcontractors
in peacekeeping senior management building projects?
7. In your opinion, what role does effective communication play in coordinating
subcontractors' activities to ensure timely project completion?
8. Have you encountered any instances where subcontractor selection processes influenced
project schedules positively or negatively?
9. How do you prioritize subcontractor tasks and allocate resources to minimize scheduling
conflicts and bottlenecks?
10. From your experience, what recommendations would you suggest for improving
subcontractor management practices to enhance schedule adherence in peacekeeping
senior management building projects?

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