CHAPTER ONE
INTRODUCTION
BACKGROUND OF THE STUDY
Because it involves a huge number of parties such as clients, contractors, consultants, stakeholders, stockholders, regulators, and others, the construction industry is complex. Many problems and complex issues in performance plague construction projects in Gaza, including cost, schedule, and safety (Shaban, 2008). Client satisfaction is thus a critical issue for construction companies, which must always strive to improve their performance in order to compete in the global marketplace. Client satisfaction, on the other hand, has remained elusive for the majority of construction professionals (Cheng, Fleming, Proverbs&Oduoza, 2005).
Vietnam’s construction business is booming, because to increased demand for built products from foreign investors and a developing economy. While some construction projects were completed satisfactorily, others had challenges. Up until recently, maintaining consistent cost projections on construction projects was a major source of anxiety for both the customer and the project contractors. On construction sites, cost variance from the initial cost plan was common (Amusan,n.d). Large organizations invest a lot of money on research and development every year to find the best mix of production or the best function and feature for their products and services. The impact of poor quality on product prices and earnings, as well as the amount of cost that should be paid for high quality, has raised a number of significant issues affecting cost accounting, quality control, repairs and maintenance, supply chain, production management, stores, safety and health, education and improvement, and so on (Amin, 2011).
Leadership is one of the most critical aspects of running a construction company. Despite the fact that leadership has been extensively studied in management and business schools, little emphasis has been paid to the research of managerial behavior or style in building projects (Bresnen et al., 1986). For construction enhancement, it is critical to learn from high-performing projects. As a result, we must seek for great projects or role models.
The ability to measure performance is a minimum requirement for recognizing such programs. Unfortunately, two factors make measurement more difficult: I diseconomies or economies of scale, and ii) multidimensional inputs and outputs (Myrtveit&Stensrud, 2005). Projects designed and managed by highly trained construction professionals and executed by qualified contractors chosen based on their capability should, in theory, meet the project’s performance objectives. These objectives are measured in terms of contract duration, budget, quality, environmental sustainability, and customer satisfaction. Despite the high level of consultant training in Nigeria’s building industry and industry regulation in large urban areas, there is evidence that construction projects do not always accomplish their objectives. This is evidenced by numerous projects with cost overruns, missed completion dates, and poor quality, resulting in buildings collapsing in various parts of the country, high maintenance expenses, dissatisfied clients, and even non-functional buildings (Kibuchi & Muchungu, 2012).
STATEMENT OF PROBLEM
Nigeria has seen a significant increase in the number of projects that have stalled due to inefficient project organization structures and leadership. There is evidence that construction performance in Nigeria is poor, since projects are likely to rise in time by more than 50% and in cost by more than 20%. (Nyangilo, 2012).
Despite the high quality of consultant training in Nigeria’s building industry and industry regulation in major urban areas, Kibuchi and Muchungu (2012) discovered that construction projects do not always meet their objectives. This is it.
OBJECTIVES OF THE STUDY
The goal of this study was to look into the elements that influence construction project performance in Nigeria through a survey of low-rise structures in the Nairobi Central Business District.
Determine the impact of material costs on the performance of Nigerian construction projects.
To determine the impact of quality management on construction project performance in Nigeria.
The purpose of this study is to see how time management affects the performance of building projects in Nigeria.
To determine the impact of leadership style on construction project performance in Nigeria.
RESEARCH QUESTIONS
The study focused on selected low-rise building construction projects situated in Uyo local government. Other buildings were left out because it could have been uneconomical to study all buildings locate in Uyo. Uyo was selected because of proximity to the researcher. The study examined the cost of materials, quality management, time management and leadership style as the independent variable and performance of a construction project as the dependent variable.
SIGNIFICANCE OF THE STUDY
Clients, contractors, consultants, stakeholders, stockholders, regulators, and others are all involved in the construction sector. Because of a variety of reasons and factors, construction projects in Nigeria face numerous challenges and complex issues in terms of performance. The purpose of this study was to look into the main factors that influence the performance of construction projects. The practices relating to KPIs such as time, cost, quality, and leadership styles were examined in order to identify the most pressing practical issues with project performance in Nigeria, and recommendations were then made to improve the performance of construction projects in the country.
Because of performance problem in Nigeria as shown previously and because previous studies in Nairobi CBD about this topic do not deal with all aspects of construction project performance; this study was required
SCOPE OF THE STUDY
The research was limited to a few low-rise building construction projects in the Uyo local government. Other structures were omitted since it would have been impractical to investigate all of Uyo’s structures. Because of its proximity to the researcher, Uyo was chosen. The study examined the cost of materials, quality management, time management and leadership style as the independent variable and performance of a construction project as the dependent variable.
LIMITATION OF THE STUDY
Inadequate prior information on factors affecting construction project performance for comparative purposes, as well as the twenty-two building sample size, may not be a good foundation for extrapolation or generalization of a study finding.
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