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Sunday, O A (2010) Impact of variation orders on public construction projects. In: Egbu, C (Ed.), Proceedings 26th Annual ARCOM Conference, 6-8 September 2010, Leeds, UK. Association of Researchers in Construction Management, Vol. 1, 101–10.

  • Type: Conference Proceedings
  • Keywords: variation orders; consultants; Seychelles
  • ISBN/ISSN: 978-0-9552390-4-5
  • URL: http://www.arcom.ac.uk/-docs/proceedings/ar2010-0101-0110_Sunday.pdf
  • Abstract:
    The almost inevitable situation in construction projects is variation. It is common in all types of construction projects and plays an important role in determining the closing cost and time of the projects. The study examines the impact of variation on construction projects in relation to the handler that is the in-house staff and the consultants. To achieve the study objectives, a critical review of relevant literature was done coupled with questionnaire survey to collect information on potential causes of variations in the public projects with special emphasis on projects carried out by the class 1 and 2 contractors for government. Through the literature review, 53 causes of variation orders were identified which provided the basis for the formulation of the questionnaire. The identified causes were earlier subjected to test by the professionals to determine the relevance of the causes of variation in Seychelles construction projects. 58 questionnaires were distributed to the in-house construction professionals, consultants and contractors involve in handling government projects. 30 in house staff responded to the questionnaire and 18 responded by both the consultants and contractors who were involved in government construction projects. Through the analysis of the data it was discovered that the projects handled by the consultants are more prone to variation orders than projects handled by the in-house professionals. Aside the study also discovered that the percentage difference in the initial contract sums and final sums was significant both for the projects managed by the in-house project staff and the consultants but higher in the consultants managed projects. The study concluded that the projects handled by the consultants suffered both cost and time overruns than the projects handled by the in-house staff.