In all most, every country, delays in construction projects are viewed as a serious issue. Nevertheless, the causes of delays are frequently exclusive to each country. This can be explained with the example that a delay that is acceptable in one condition can be unacceptable in other conditions.
The reason for not encouraging delays is the fact that they lead to increased cost of the project and for the reason that owners essentially have limited budgets, the delays in the construction projects could result in a serious dispute between the contractors and owner. In a different context, if the contractor completes the work within an agreed budget as well as schedule, the quality of the project decreases, which in turn poses intense issues for the owner. One chief reason for delaying the projects intentionally is to enhance the quality of the project. A range of research has been conducted in the past in both developing countries as well as developed countries to analyze construction delays. After comparing the results of these studies, it became evident that the causes of delay are unique for every country. This can be further explained with the example that delays in some countries take place because of bureaucratic reasons while in other nations due to levels of skills posed by the workers.
Criteria for interpreting the setback in the planning techniques was founded and the construction methodologies contrast between Libya and The United Kingdom. A significant volume of research has been carried out in the past as well as published to identify and analyze the cost, time, and performance of construction projects in Saudi Arabia.
About 70 percent of projects confronted delays in the completion time that was implemented and executed by the Public and Housing Authorities. Another similar research was executed by Al-Sultan in 1987, which noted that 70 percent of the public construction projects were not accomplished within the provided time frame.
Furthermore, a survey was conducted by Assaf and Alhajji to find the time overrun. The outcomes of the study revealed that 70 percent of the construction projects took more time than planned and the average overrun time was between 10 percent and 30 percent.
Nevertheless, in the viewpoint of 25 percent of the consultant participants surveyed, the average runover could increase from 30 percent to 50 percent if adequate measures were implemented.
Exceptional consideration must be given to the coordination of inter-discipline works and their grouping. The obligations must be recognized for the undertaking. Intelligent arranging is not a one-time event, there has to be steady communication between all gatherings at the different phases of the venture.