| Abstract | The main objective of the project management for construction project is generally
completed within the originally planned times, the construction cost does not exceed the
total cost of originally approved budget, guaranteed quality and safety. However, most of
the transportation construction projects, which were executed by the Ministry of Transport
of Vietnam, were delayed the time for completion and also, the costs were in excess of the
totally original budget which was approved by the state competent agencies. In which,
Hanoi-Haiphong expressway project that invested by following BOT form and managed
by VIDIFI is not exceptional, for the employer, delay means waste money in construction
phase due to extended time for completion and loss of benefit through the operation of
BOT project. For the contractor, delay means increase overhead costs, highly increased
price in procurement of materials and labors for high inflation for extended time.
Project to be finished on time that is an indicator of efficiency, however project
construction process is subject to objective and subjective factors which affect directly to
the progress result of project. For Hanoi-Haiphong expressway project, the author found
out the list of 40 causes of delay which made project delayed and identified 10 most
important causes of delay such as: Delay in site land handover to the contractor by
employer, Mistakes and discrepancies in Technical design documents, Shortage of
construction materials in market, Change orders by employer during construction,
Difficulties in financing project by contractor, Poor planning and scheduling of project by
contractor, Delay in material delivery to the site, Service road used for material and
equipment transportation, Delay in sub-contractors work, Delay in revising and approving
technical design document by the employer.
Proper solutions for dealing with project delay in construction phase and these solutions
will help VIDIFI to manage the future projects which have similar scale of works better. |