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Adedayo, O, Michieletto, M, Bamidele, E and Ntigulirwa, M (2020) Application of hybrid green fences for security in public building designs in Nigeria: Lessons from kigali, Rwanda and abuja, Nigeria. Journal of Construction in Developing Countries, 25(1), 147-62.

Bingol, B N and Polat, G (2020) Framework for evaluating quality performances of subcontractors: Case of Turkish contractors. Journal of Construction in Developing Countries, 25(1), 163-79.

Kwofie, T E, Aigbavboa, C and Baiden-Amissah, A (2020) Ontology of the communication performance prospects of building information modelling adoption among project teams in construction project delivery. Journal of Construction in Developing Countries, 25(1), 21-43.

Naing, M and Nitivattananon, V (2020) Analysis of the housing market with the roles of private house-builders on the middle-income group segment in yangon, Myanmar. Journal of Construction in Developing Countries, 25(1), 83-108.

Orhan, E, Kahraman, Z E and Güngördü, N (2020) Building a framework for analysing the quality of life at neighbourhood level: An empirical case from ankara. Journal of Construction in Developing Countries, 25(1), 63-82.

Ouga, A D, Alinaitwe, H M and Mwesige, G (2020) Modelling block laying productivity on building sites in kampala. Journal of Construction in Developing Countries, 25(1), 109-28.

Simushi, S and Wium, J (2020) Time and cost overruns on large projects: Understanding the root cause. Journal of Construction in Developing Countries, 25(1), 129-46.

  • Type: Journal Article
  • Keywords: large projects; overrun causation theory; overruns; root cause; South Africa
  • ISBN/ISSN: 1823-6499
  • URL: https://doi.org/10.21315/jcdc2020.25.1.7
  • Abstract:
    Time and cost overruns are a persistent problem on large projects despite apparent progress of the project management profession. This article reports on findings from research carried out on large projects in South Africa to find the root cause of this phenomenon. The article begins by investigating the existing theories on the causes of time and cost overruns followed by empirical investigation using case studies. The results showed that time and cost overruns on large projects originated from the external environment which in turn affected the organisation and the project environments. The root cause was found to be a lack of project-specific experience by the project team, external and organisational decisions in the past, community resistance and pressure on the project team and scope change drive from stakeholders. From the results, it is proposed that an effective strategy to reduce time and cost overruns should involve not only the management of the project environment but also the organisation and external environments. The article adds knowledge to the overrun causation theory and management of large projects. © Penerbit Universiti Sains Malaysia, 2020.

Wethyavivorn, P and Teerajetgul, W (2020) Tacit knowledge capture in Thai design and consulting firms. Journal of Construction in Developing Countries, 25(1), 45-62.

Zhao, S and De Angelis, E (2020) Reducing mould risk during the building design stage: Case studies in South-East China. Journal of Construction in Developing Countries, 25(1), 1-20.