Dissertation: Project Delays in International Ventures

Dissertation: Project Delays in International Ventures

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A research project submitted for the MSc. in Engineering Management

University of Hull Online

Date

Declaration

The work I have submitted is my own effort. I certify that all the material in this Individual Research project, which is not my own work, has been identified and acknowledged. No materials are included for which a degree has been previously conferred upon me.

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1.0: AbstractOne of the most significant risks associated with global projects is their potential for delay. The global economy is feeling the effects of project delays. Every relevant field will progress more slowly as a result of project delays. This dissertation's overarching goal is to analyze several kinds of delays and the factors that cause them, which are now hurting international business undertakings. In this study, we evaluate the approaches used in prior studies to mitigate or speed up these delays to lessen or eliminate them.

This study collects data quantitatively and analyzes it with statistical methods. Interviews, surveys, and questionnaires are used to compile the information. According to the study's findings, several distinct types of delays exist. Reasonable project scope, insufficient early planning, and a lack of risk management mechanisms are the primary causes of delays. Managers of these resources also play a role in the uncertainties that arise from insufficient materials and low output from workers. Overly optimistic projections, inaccurate task assessment, a lack of task clarity, lengthy design/approval processes, and intervention from the business in the decision-making process all contribute to the delay.

Intellectual capital and strategic project planning were suggested as potential means of reducing delays. Essential data for the mitigation strategies under consideration can be gleaned from the lessons learned comments. Delays can be avoided by using either mitigation or acceleration strategies. In-depth preparation and analysis of the need are essential. Work needs to be estimated and divided into modules so that problems that could cause delays could be discussed and resolved upstream. According to the results of this research, the primary concerns of project management should be the program and portfolio funding and the creation of practical and feasible project plans.

Acknowledgments.

I would like to acknowledge and give my warmest appreciation to my supervisor Barbara Wilczek- Stronczek who made this work possible. Her guidance and advice carried me through all the stages of the project. I would also colleagues who volunteered to be interviewed and partly participate in this research and for your brilliant comments and suggestions. Thank you.

I would also like to give special thanks to my wife (Samkelisiwe Ngobeni) and my family as whole for their continuous support and understanding when undertaking my research and writing my report. Thank you.

Contents

TOC o "1-3" h z u Declaration PAGEREF _Toc132736028 h 21.0: Abstract PAGEREF _Toc132736029 h 31.0: Introduction PAGEREF _Toc132736030 h 61.2: Background PAGEREF _Toc132736031 h 61.2.1: International ventures in Developing Countries PAGEREF _Toc132736032 h 91.2.2: Critical delays and non-critical delays PAGEREF _Toc132736033 h 101.2.3: Concurrent delay & non-concurrent delay. PAGEREF _Toc132736034 h 121.2.4: Reasons for Delays. PAGEREF _Toc132736035 h 131.2.5: Lack of resources & Labor productivity. PAGEREF _Toc132736036 h 151.2.6: Lack of risk management systems PAGEREF _Toc132736037 h 161.3: Problem statement PAGEREF _Toc132736038 h 161.4: The motivation for the study PAGEREF _Toc132736039 h 181.5: Focus of the Study PAGEREF _Toc132736040 h 181.6: Research objectives PAGEREF _Toc132736041 h 191.7: Research questions PAGEREF _Toc132736042 h 191.8: Significance of the Study PAGEREF _Toc132736043 h 201.9: Research Methodology PAGEREF _Toc132736044 h 201.9.1: Structure of the dissertation PAGEREF _Toc132736045 h 211.9.2: Limitations of the Study PAGEREF _Toc132736046 h 221.9.3: Chapter Conclusion PAGEREF _Toc132736047 h 22

1.0: IntroductionProjects are planned and envisioned with the goal of completing them completing them as scheduled and on time. This dissertation examines the project delays and the factors that lead to the delays of such projects. One of the most typical issues with global ventures is a delay in the completion of the projects. Delays have a detrimental influence on the project's efficiency, duration, and budget. So, it is crucial to determine the typical causes of project delays. Delays can be classified into two groups: those that are compensable and those that are not. Delays can be classified according to their severity and whether they occur simultaneously. Determining the causes of delay begins with classifying the various forms of delay.

The causes of the holdups are isolated so that their impact on global endeavors can be mitigated. Using the practice of knowledge leadership and instructional learning can help reduce delays by providing insight into the many issues and ways to address them. Furthermore, the insights gained through project feedback are eye-opening and invaluable in assisting others to avoid making the same mistakes. Delays can be avoided by using creativity and collaboration, which leads to thorough planning and analysis of requirements, facilitating the mapping of resources and the identification of hazards. Then, the tasks can be planned, divided, and broken down into smaller, more manageable pieces. To avoid delays, it is necessary to escalate, identify, and resolve potential causes of delays as quickly as possible.

1.2: BackgroundResearchers use different criteria for categorizing and classifying delays. There are various causes for delays, and each project's causes will be distinct. Measures to mitigate the delay's impact or speed things up to eliminate it are options that may or may not be appropriate, depending on the projects in question. The most common cause of a holdup is a change in plans. Without alterations, projects are more likely to be completed on schedule with minimal delay (Durdyev et al., 2020, p. 20). Also, multinational partnerships prefer to engage in projects where the designs have been completed, and there will be no further iterations or delays. If such delays did not exist, all global projects would be completed on time. Although it is widely believed that contractors "make their money" during the change order phase of a project, most worldwide businesses would rather see their projects through to completion with as few changes as possible.

Many academics and researchers have studied the topic of internationalizing businesses. Many researchers have focused on small and medium-sized enterprises (SMEs) and their internationalization processes (Durdyev et al., 2020, p. 20). Both developing and developed countries rely heavily on overseas enterprises as their primary source of economic growth. There are several obstacles that small and medium-sized enterprises (SMEs) must overcome on their path to internationalization. Durdyev et al. (2020) define obstacles as visual elements at the micro level. The authors here are eager to demonstrate that the answers to these problems lie inside the organization itself.

Motives play a crucial role in determining whether or not a small or medium-sized enterprise (SME) would pursue internationalization. Opportunities in overseas markets and queries from foreign customers are two of the primary drivers of internationalization. Another major factor is the low proportion of domestic sales to research and development expenditures. Small and medium-sized enterprise (SME) managers can use the information to gain the necessary expertise to launch an international expansion. Academics have long used the Uppsala and Born global models to explain internationalization (Hai Nguyen, 2020, p. 26). One of the most well-known models for internationalization theories emerged from this work, and Johanson and Vahlne introduced it in 1977 (the "Uppsala model"). In addition, the Australian Manufacturing Council presented a different paradigm for the internationalization of SMEs in 1993 called the "born global phenomenon."

Except for Johanson and Vahlne's (1997) work, classic internationalization concepts depend on sequence or stage, internationalization procedures with greater resource commitment. These theories need more guidance for small and medium-sized enterprises (SMEs), which face difficulties competing with multinational corporations due to resource constraints. To explain why and how small and medium-sized enterprises (SMEs) go global, researchers have developed new theories of international business and expanded upon old ones, resulting in theoretical approaches and the international entrepreneurship theory. The term "internationalization" is open to multiple interpretations. Hai Nguyen (2020) described internationalization as "the process by which enterprises both develop and conduct interactions with other nations and increase their understanding of the direct and indirect implications of foreign operations on their future." According to a further definition by (Hai Nguyen (2020), internationalization is "the method by which one adapts organizations' operations (strategy, organization, resource, etc.) to foreign settings."

These days, the internationalization theory is used by SMEs expanding into worldwide markets in both developing and wealthy nations. The following are some of the most fundamental ideas in internationalization theory. In the context of policy talks on transferring resources from affluent to poor countries, the emerging economies classification gained common in the 1960s. Any nation with a weaker industrial foundation and a lower Human Development Index (HDI) relative to other countries is considered a developing country (Hai Nguyen, 2020, p. 26). An industrialized economy, advanced economy, or "more economically developed country (MEDC) is a nation-state with a more advanced financial and technological infrastructure than a less industrialized one.

Gross domestic product (GDP), gross national product (GNP), per capita economic, level of urbanization, extensive infrastructure, and general living conditions are the most often used metrics to assess a country's level of economic development.

1.2.1: International ventures in Developing Countries

International business initiatives are vital to developing, innovating, and prosperous economies in the developing world. Regrettably, nearly half of the SMEs in developing nations cite access to finance as a major limitation, preventing them from growing and expanding as they would like to. Several developing and established governments' primary concerns since the financial crisis have been measures designed to stimulate economic growth and support job creation; however, SMEs confront many hurdles in their day-to-day operations, as reported by the World Bank Group Report (2013).

Only some major construction projects get started after all the blueprints are finished and authorized, thus revisions are inevitable. All of the project's major players should agree on who will be responsible for making and implementing changes. This is mutually advantageous to the project's owner and the worker. Incorporating modifications, albeit potentially disrupt the project implementation efforts, is essential in pursuing continual development. Yet, the result after implementing the adjustments is likely to be better than the start, and the satisfaction of obtaining a better final product makes the modifications more acceptable than doing nothing at all.

"SMEs in developing nations have a financing gap that affects economic success," said a report by Dalberg (2011). They serve a key role in fostering growth, innovation, and prosperity, and they are an integral element of the economic fabric in developing economies. Regrettably, nearly half of the SMEs in developing nations cite access to finance as a major limitation, preventing them from growing and expanding as they would like to. According to a United Nations report, small and medium-sized enterprises (SMEs) make significant contributions to economic stability and growth. In particular, they require financial and consultation services that will aid them in getting off the ground and functioning normally. Companies of all sizes face risks and uncertainties when expanding internationally; small and medium-sized enterprises (SMEs) need a solid internationalization strategy to compete in emerging and mature markets.

1.2.2: Critical delays and non-critical delays Program delays can be evaluated relative to the importance of individual tasks. There is a vital path in the master plan that was created following the requirements of global ventures. The longest link in a network is called the critical path (Hai Nguyen, 2020, p. 26). When one step along the critical path is delayed, it ripples across the project and affects subsequent steps. The critical activities such as planning and execution of projects are crucial, and they must go without interruptions along the critical path. The project will have ripple effects if the operations on the crucial path run behind schedule. Effective project management necessitates thoroughly examining the important activities and determining whether or not resequencing the works is possible. Project planners must resequence building operations for efficient project management. When resequencing tasks, planners must identify the influence (or "role") each activity will have on those after it. They must also ascertain the current state of activities, i.e., which ones may be postponed. Planners need an understanding of the logic and sequence of activities to make distinctions between the function and status of tasks. The Critical Path Method (CPM) determines the activities that focus on criticality in the context of time and the sequence of things based on the priority logic and linkages. Therefore, monitoring the logic and order of individual activities in such complicated and massive projects is impossible to conduct manually. By formulating a constraint ontology and classification process, we can overcome these shortcomings of the CPM frameworks. The classification process uses ontologies to standardize how planners articulate the reasoning behind activity sequences.

Project duration is planned according to the critical path. Activities on a different trajectory and with float may experience delays. These non-essential tasks become critical as the project progresses, so a new critical route must be established. The use of floats is a contentious topic. Total float time is not the exclusive property of any one party in the design process; rather, it goes to the project as a whole and may be utilized by both the developers and the owners to cushion the blow of delays (Hai Nguyen, 2020, p. 26). Any party responsible for a delay in the latter phases of the endeavor will be held liable for the entire delay due to the protocol and the concept of coming first served based exploitation of float. These causes contribute to arguments about who is responsible for the float and how it should be used when projects run behind schedule.

The critical path technique of developing project schedules calls for introducing the idea of pre-allocating float and its management. Also, the accountability for any resulting delay to the project, as well as the rules of pre-allocation and oversight of "total float," must be agreed upon in the contract. Everybody involved must agree that the float is something to be valued. The risks of construction delays can be difficult to measure, and reducing them is a top priority for each project's most important players. By evaluating the delays to the project's timeline, duration, and expense, the float used by the non-critical tasks is a complex and debatable delay factor.

The critical route scheduling method has become the standard for project management. This approach to scheduling software is also extensively used for analyzing delays containing active and claiming additional time. After revising the critical route method schedules, showing which tasks are mission-essential may be necessary. The owners may use the available float for non-essential operations to optimize the advantage. Owners sometimes use the float time of less important tasks to further their agendas (Ford et al., 2010, p. 285). They could incur additional expenses as a result. The owner often covers extra expenses like this if the agreement is a cost-plus arrangement. In the case of a fixed-price contract, any overages must be paid for by the vendor. In the latter scenario, these expenditures may represent legitimate claims for delay or effect.

1.2.3: Concurrent delay & non-concurrent delay.In such cases, neither party is liable to cover the other's expenses caused by the delay. Force majeure clauses often cover situations like this, including natural disasters, worker strikes, acts of God, and war. Additions, revisions, adaptations, and modifications to specifications and designs are all examples of owner-caused delays. The owner may still be held accountable for delays caused by varying site circumstances and the cessation of works. Contractor delays during the same time frame as owner delays will be treated as concurrent delays. Owner-initiated suspension of work, unforeseen site conditions, and other "excusable" delays will be taken into account in addition to delays imposed by the operator if they occur simultaneously with contractor-related delays. The timeline of a building project is crucial for both the owner and the worker. Yet, many building projects are still behind schedule (Ford et al., 2010, p. 285). The owner may create a delay (compensable delay), the Supplier may cause a delay (nonexcusable delay), acts of God or related parties may cause a delay (excusable delay), or many types of delays may occur simultaneously. The complexity of determining who is ultimately at fault in delay claims arises from the various factors that might cause project delays.

Concurrent delay is a common but difficult problem involving a critical float management issue. All causes of the project delay must be factored into the study of the concurrent delay. All timetable-delaying events must be monitored, documented, and linked to a particular work package and activity if they affect the schedule or productivity (Magano et al., 2020, p. 187). To analyze the delays, an appropriate critical route scheduling system must be in place, in use, and subject to the applicable terms of the contract.

1.2.4: Reasons for Delays.Delays occur for a wide variety of project-specific reasons. We pinpoint the causes of delays both generally and for individual projects. There might be many causes for a project to run behind schedule. In Hong Kong, Hai Nguyen (2020) created a questionnaire based on criteria found in earlier studies to learn more about the holdups. The investigation results revealed disagreements regarding project aspects among the project's most important players. The relative significance of delay factors like unexpected ground conditions was generally agreed upon (Ford et al., 2010, p. 285). Delays can be managed by raising productivity, and issues affecting productivity are addressed to raise productivity even further, decreasing delays. The study's final deliverable is a ranking of the factors and factor categories considered by the many parties involved in a project. The stakeholders' differing perspectives, biases, and inability to communicate highlight the issues that must be addressed effectively. The project scope considerations can be bolstered by open and honest dialogue among all parties involved. Ford et al. (2010) state that projects regularly experience significant delays, causing them to go beyond their initial time and cost estimates and offering a fertile ground for claims and disputes. Among the top ten most important reasons for delays, according to a survey conducted to determine the most common causes of noncompliance with contractual terms, were "owner interference," "insufficient work experience," "funding and payments," "productivity," "slow decision making," and "inappropriate planning.

As the adage goes, "Plan the work, work the plan," the first order of business before beginning any endeavor. Starting with thorough preparation is crucial for any project to guarantee the smooth completion of all tasks. Planning is a crucial element of project management. Yet, it has been observed that smaller and medium-sized contracting firms need to prioritize it, resulting in haphazardly executed work (Magano et al., 2020, p. 187). Costs can be reduced, schedules can be made more realistic, and worker productivity can increase if preparation begins with the tendering or bidding process. Planning is typically seen as a high-level responsibility for business owners. Thus there is nothing available to help contractors do it well. In this document, we outline the contractors' thorough micro-level planning methodology. Assessing contract risks and creating a high-level plan to move forward with are good places to start. The next phase would be site layouts and identifying the sequence of activities for further development of detailed operational programs. To implement the final plan, settling any discrepancies between the planning strategies is necessary.

Network and chart diagrams showing the incorporation of suppliers into the overall process can be used to illustrate how this is accomplished. Working concurrently and weighing the benefits of various work methods are also ways to speed up the schedule. This should work since it involves minimal effort. Even though the method differs from company to company, everyone agrees that pre-project preparation is crucial to success. In the industry, "pre-project planning procedure differs substantially from company to company and from corporate sector to corporate sector. The needs of a major corporate group will be significantly different from those of a small contracting business. The industry's standards would be different from those of other sectors. Any sector can benefit from careful pre-project preparation, leading to better project results (Magano et al., 2020, p. 187). The owner must have complete and accurate critical information to make the necessary financial and emotional investments in the project. Pre-project planning, often called a feasibility study, conceptual planning, like front-end planning, is the link between commerce and technology. The burden of ensuring its proper execution rests squarely on the shoulders of the owner. Yet, similar services are also provided by consultants on behalf of the owner.

1.2.5: Lack of resources & Labor productivity.When it comes to finishing a project, the workforce is crucial. When there isn't enough help for a job, the people who are already on the team have to put in extra hours, which hurts their output. Lack of resources on the crew level is a common cause of low construction productivity. Planning to allocate sufficient resources is crucial to manage any construction project successfully and represents a considerable planning challenge. According to our statistics for the USA, efficient management can cut down on delays and save up to 20% on costs. In addition, studies have found that some projects get greater results when they use novel project management techniques.

Given that they debunk conventional wisdom, these strategies are worthy of consideration. Evaluation and documentation of the new management strategies and procedures essential to enhanced productivity (Magano et al., 2020, p. 187). According to the procedures, the primary aspects contributing to the outcomes were communication, empowerment, measurement, planning, and training. Large-scale projects typically begin with a basic design, with a detailed plan proceeding only after owner permission. Logically, the designers would only want to commit resources once the project was officially greenlit. Yet, after the project is approved, there needs to be more time for the planning and design process, which leads to setbacks in massive development projects.

Timely completion of today's huge projects requires allocating sufficient resources to the project phases. At any time during a project, the demand status can be determined by calculating the number of people needed based on the efficiency predicted for the project scope. Mini-milestones are becoming increasingly popular for tracking progress on projects of all sizes. Work progress reports are also being moved from the expert to the operator levels. Earned value has been proven effective and is now used in most projects for tracking time and money spent. Nonetheless, there is cause for concern over the target schedules, as significant development work is required in areas such as resource allocation and variable allocation. While many businesses have dabbled in "man leveling," only a select number have applied the technique to real-world projects, examining the need for direct and indirect workforce throughout all phases of the build.

1.2.6: Lack of risk management systemsTo have an efficient risk management system, it is necessary to understand and address all of the levels at which risk management operates. A business strategy, initiative, project, and function are the four tiers of risk management that Magano et al. (2020) identifies. Competition, expenditure, relationship, effectiveness, and limitations on future strategic actions are common themes in corporate strategies. Revenue and operating expenses are the responsibility of the venture level. The potential for design, engineering, and building delays is addressed at the project level. The supply chain, factory operations, safety, and asset issues are all taken care of at the logical level. Keeping track of the project's development according to the schedule, checking the quantity, and holding timely sessions for coordination are all crucial aspects of project management. The most important thing is to exert authority.

1.3: Problem statementMagano et al. (2020) suggest that foreign enterprises from emerging and developing countries experienced difficulty exporting and gaining a foothold in the global market due to a lack of product and market knowledge and cultural differences. Despite this, SMEs face additional obstacles when trying to expand internationally, such as differences in infrastructure, political environment, etc. In addition, a problem like insecurity causes project delay. To reach new markets, one must first describe your major obstacles (Cruz, 2020). Cruz (2020) agreed that small and medium-sized enterprises (SMEs) need help to break into the global market because of their size and resources. Also, emerging and wealthy nations have varying government roles and regulations that aid SMEs. Those SMEs can expand with the proper establishment of institutions and support systems. Training, tax incentives, and streamlined laws are all examples of how developing nations can help small and medium-sized enterprises (SMEs) expand internationally and increase their economic impact.

Developing countries have become even more reliant on the actions of wealthy countries as a result of internationalization and investments, which have become an integral part of the global economy as economic growth systems have progressed. There has also been a shift of authority from nation-states to transnational companies. Dissemination of concepts, procedures, and tools is important to internationalization (Tushar et al., 2022). It is generally accepted that the private sector in developing nations is mostly supported by small and medium-sized businesses (SMEs). The importance of small and medium-sized businesses to overall economic performance was highlighted by Tushar et al. (2022). The expansion of small and medium-sized enterprises (SMEs) in developing nations like India and Sudan is partly attributed to the nations' impressive performances. In light of this, many multinational corporations are setting up shops in these nations to provide the growing demand for high-quality textiles, electronics, and services. While competing with local enterprises, those with higher-quality items tend to win out.

When it comes to expanding internationally, small and medium-sized enterprises (SMEs) from developing nations face several challenges. According to a World Bank poll from 2001, the most significant challenges to doing business include access to capital, taxes and regulations, policy uncertainty, inflation, currency value, corruption, street violence, and criminal enterprises. We speculate that the motivations underpinning the obstacles vary (Tushar et al., 2022). One such barrier is a managerial urge, which can be a motivating factor for going overseas because the manager's dedication to want and force drives internationalization forward to reach the foreign markets.

1.4: The motivation for the studyThis research aims to determine the most significant factors contributing to project delays in cross-border initiatives. The findings will be used to set up safeguards to prevent delays and expense increases. When a global endeavor cannot serve clients with items on the schedule, it devastates both financial costs and reputation owing to customer displeasure (Tushar et al., 2022). The company benefits when the root causes of the delays and cost overruns are identified and prevented in the future. Changes will ensure that projects are finished on time, prices are reduced, and, most significantly, customers are happy.

1.5: Focus of the Study

The research will examine the causes of delays in completing multinational business undertakings. The procedures and components of project management will be analyzed to see how well they avoid and mitigate delays in project completion. A project's price tag is directly proportional to how far behind schedule it runs. The study will also focus on the departments and teams directly involved in the direction changes, such as the planning, engineering, supervisors, builders, and maintenance crew.

1.6: Research objectivesTo explore the relationship between the performance of an entity and its effectiveness in becoming an international venture

To understand the underlying issues that cause delays and their impacts on international ventures.

To outline the challenges that result in project delays in international ventures

To analyze possible solutions that may remedy the project delays issues in international ventures.

1.7: Research questionsWhat is the relationship between the performance of an entity and its effectiveness in becoming an international venture?

What are the underlying issues that cause delays, and what are their impacts on international venturesWhat are the challenges that result in project delays in international ventures?

What solutions may remedy the project delays issues in international ventures?

To accomplish the goals of this thesis, we must first address the research question posed above. We help spread the word about the difficulties that have been studied before and those that haven't been studied before but vary from nation to country. Most SMEs in developing nations are owned and managed by a single individual responsible for making all strategic decisions. The business owner has restricted exposure to and familiarity with modern technologies, market data, and banking services and little background in formal education (Tushar et al., 2022). Inadequate managerial abilities also hinder the formulation of a long-term growth strategy. Based on their research, Park et al. (2020), advise that aspiring small business owners prioritize their education and training above everything else. According to Park et al. (2020), the size, insufficient management capacity, and difficulty in getting market knowledge of SMEs are only a few well-known and studied characteristics that have hindered their competitiveness. Only a few studies have been done on small and medium-sized enterprises (SMEs), and none have covered how severely the firms' attempts to internationalize and become competitive have been hindered by the obstacles they've faced.

1.8: Significance of the Study

This research aims to clarify some of the mysteries surrounding the causes of project delays in cross-border endeavors. Issues will be evaluated in light of the many scholarly sources' interpretations and assessments (Magano et al., 2020). These complications usually develop when there is a delay because the parties involved are confused and don't know what's causing the hold-up. Therefore, this research will be capable of raising awareness among the stakeholders consisting of the company, consultant, interested parties, and supplier about their responsibility in completing the project within the time, budget, and reliability as in the process by identifying the grounds or causes of delay in international businesses. In addition, it can serve as a foundational reference for manufacturers, buyers, sellers, and others interested in cross-border business dealings on delay. Finally, it should guarantee the project's success and improve relations between the parties to the contract.

1.9: Research Methodology

The study was conducted in an organized fashion to accomplish its goals. The five main phases of this research were problem identification, literature evaluation, data collecting, analysis, and conclusion and recommendations.

1.9.1: Structure of the dissertationThe introduction, theoretical foundation, research strategy, empirical results, analysis, and conclusion are the six sections that make up this thesis. The following illustration illustrates the basic outline of a thesis.

Chapter One:

In this chapter, we provide a high-level overview of the research. The study's context, its primary objective, and the reasons for doing the research are all explained. The research questions and hypotheses are laid out. Both the research topics and the scope of the investigation are defined. The chapter ends with a brief overview of the dissertation's overall format.

Chapter Two:

Chapter two focuses on a review of the relevant literature for the project at hand. The review lays out the fundamentals of project management and execution, as well as the difficulties and factors that can make the difference between the success and failure of a project at any stage of its life cycle, but especially during periods of inactivity.

Chapter Three:

Research methods are discussed in this section. Information-gathering procedures are detailed, including research instrument development, pilot testing, and data validation. The study's limits, ethical considerations, and methods used to handle and analyze the data are discussed.

Chapter Four:

In Chapter 4, we provide the findings from the questionnaires. The SPSS statistical software was used to examine the data. The information was tallied, and the results of the questionnaires were displayed using pie charts. The findings were also depicted using bar graphs. In this chapter, we saw the outcomes of our normality and hypothesis tests.

Chapter Five:

This chapter included both the analysis and the interpretation of the results. The findings were discussed in light of the literature discussed in Chapter 2. Respondents linked delay issues to cost increases as the basis for these conversations.

Chapter Six:

In this final section, we present our findings and suggest further research. The study's success in drawing its intended results is a primary concern for the researcher. Suggestions are made for future research on the subject.

1.9.2: Limitations of the Study Only projects carried out for foreign initiatives are included in this investigation of the causes of delay in such endeavors. It has nothing to do with activities carried out apart from international endeavors. Since supervisors, coordinators, and project managers are directly involved in the preparation and execution of projects during changeovers, they make up the bulk of the target sample (Magano et al., 2020). Developed questionnaires, each of which took around five minutes to answer, were used to collect the data.

1.9.3: Chapter Conclusion

The research problem, statement of objectives, and other introductory material were discussed in this chapter. The study's limitations were discussed, and a brief outline of the dissertation's organization was provided. In the following chapter, we'll dive into the research on what causes project delays and cost overruns. Risks, communication, procurement, project planning, and cost control are some aspects of project management discussed. Both the triumphs and the flops of the project are examined. We also compare and contrast the literature on cost and time overruns.

References

Cruz, A. and Alves, A.C., 2020. Traditional, agile and lean project management-A systematic literature review.The Journal of Modern Project Management,8(2).https://journalmodernpm.com/manuscript/index.php/jmpm/article/view/JMPM02407Durdyev, S. and Hosseini, M.R., 2020. Causes of delays on construction projects: a comprehensive list.International journal of managing projects in business,13(1), pp.20-46.https://www.emerald.com/insight/content/doi/10.1108/IJMPB-09-2018-0178/full/htmlFord, D.N. and Lyneis, J.M., 2020. System dynamics applied to project management: a survey, assessment, and directions for future research.System Dynamics: Theory and Applications, pp.285-314.. https://link.springer.com/content/pdf/10.1007/978-1-4939-8790-0_658.pdfHai Nguyen, L., 2020. Empirical analysis of a management functions failures in construction project delay.Journal of Open Innovation: Technology, Market, and Complexity,6(2), p.26.https://www.mdpi.com/694714Magano, J., Silva, C., Figueiredo, C., Vitria, A., Nogueira, T. and Pimenta Dinis, M.A., 2020. Generation Z: Fitting project management soft skills competenciesA mixed-method approach.Education sciences,10(7), p.187.. https://www.mdpi.com/774606Tushar, Z.N., Bari, A.M. and Khan, M.A., 2022. Circular supplier selection in the construction industry: A sustainability perspective for the emerging economies.Sustainable Manufacturing and Service Economics,1, p.100005. https://www.sciencedirect.com/science/article/pii/S2667344422000056Patil, V., Tan, T., Rispens, S., Dabadghao, S. and Demerouti, E., 2022. Supplier Sustainability: A Comprehensive Review and Future Research Directions.Sustainable Manufacturing and Service Economics, p.100003. https://www.sciencedirect.com/science/article/pii/S2667344422000032Park, S. and LiPuma, J.A., 2020. New venture internationalization: The role of venture capital types and reputation.Journal of World Business,55(1), p.101025. https://www.sciencedirect.com/science/article/pii/S1090951618303468

Individual Research Project - What you need to do:

Here is what each chapter should look like:

Chapter 1 Introduction

As your introduction is the first impression the reader gets, you should provide plenty of information. Your introduction should give the reader an overview of the literature, followed by an identification of the main gaps and the need for your research. Then you should describe your research objectives and what you are trying to achieve, and continue with your research questions.

Your research objectives should be critically reviewed, therefore, you should identify the strengths and weaknesses as well as any anticipated obstacles. Continue by describing the methodology you have decided to follow, the rationale (which is the justification of the study), as well as its significance, followed by the definition of key terminology.

At the end of your introduction you should include a summary of the ensuing chapters.

Chapter 2 - Literature Review

You should start with an overview of the literature, choosing relevant and up to date sources. Give the reader as much information as possible and use separate headings for different subjects.

Continue with your critical review of the literature. Identify advantages and disadvantages and compare and contrast the theories with each other. Follow this with a part on gaps in the literature, identify those that make your research imperative, and relate the gaps to your research questions and hypotheses. How do your questions derive from the literature? How will the gaps be filled by your study?

Always start your chapters with a brief introduction of what is about to follow and end with a part that prepares the reader for the next chapter.

Chapter 3 - Research Methodology

Begin this chapter with a theoretical review of research methodologies (quantitative, qualitative, mixed). Compare and contrast them, identify advantages and disadvantages and discuss which one you have chosen and why. Then start to describe your specific methodology for gathering and analysing data.

Continue with a discussion of the limitations and delimitations of your methodology. Discuss your research instrument and add your questionnaire in the appendix. Talk about your sampling technique in detail, as well as your sample number. After identifying your sample, you must explain how you plan to analyse your data. Which statistical tools will you use? How will you ensure reliability and validity?

Finally, discuss ethical considerations. When you are done with your research, write a concluding paragraph where you discuss your methodology in retrospect. Did things go according to plan? What obstacles did you face?

Chapter 4 - Data analysis

Start your chapter with a description of how your research went. Sum up your key theoretical ideas and what you are trying to prove or disprove. Continue with an analysis of your findings. Start with the quantitative data that give the reader an overview of your research, ie your sample size and demographics. Then address each research question with the relevant data from your questionnaire.

Analyse each finding separately, offering the reader tables and graphs relative to your finding. Underneath each graph, address the findings in relation to your research questions, as well as to the literature. Which theory do you prove or disprove? Are the findings strong enough to do so? After this part, discuss reliability and validity of your findings, using statistical means, such as triangulation or Cronbach's Alpha to prove your research is valid, reliable and highly recommended.

Write a short conclusion summing up your findings.

Chapter 5 - Conclusions and recommendations

Start this chapter with a good presentation of your conclusions in relation to your hypotheses. Relate them to the theory. Continue with the impact your findings have by discussing the management implications of your work.

Offer recommendations based upon your findings. Discuss limitations and delimitations of your research and identify further gaps. This should lead to your final part, which is the recommendations for future research.

Appendix

In your appendices, you should include the research instrument, ie questionnaire or interview transcripts, the complex calculations of chapter 4, and any other information necessary to support your arguments that should not be part of your main body.

At the end, you should add the ethics response form signed in your previous module.