Explore the reasons for the time and costoverruns in the projects under construction

Explore the reasons for the time and costoverruns in the projects under construction | Research Square window.SnipcartSettings = { analytics: { enabled: false } }; (function() { var accessVector = localStorage.getItem('access_vector') || ''; window.dataLayer = window.dataLayer || []; if (accessVector) { window.dataLayer.push({ user: { profile: { profileInfo: { snid: accessVector } } } }); } })(); (function(w,d,s,l,i){w[l]=w[l]||[];w[l].push({'gtm.start':new Date().getTime(),event:'gtm.js'});var f=d.getElementsByTagName(s)[0],j=d.createElement(s),dl=l!='dataLayer'?'&l='+l:'';j.async=true;j.src='https://www.googletagmanager.com/gtm.js?id='+i+dl;f.parentNode.insertBefore(j,f);})(window,document,'script','dataLayer','GTM-K279D39R'); Browse Preprints In Review Journals COVID-19 Preprints AJE Video Bytes Research Tools Research Promotion AJE Professional Editing AJE Rubriq About Preprint Platform In Review Editorial Policies Our Team Advisory Board Help Center Sign In Submit a Preprint Cite Share Download PDF Research Article Explore the reasons for the time and costoverruns in the projects under construction ali hussien This is a preprint; it has not been peer reviewed by a journal. https://doi.org/ 10.21203/rs.3.rs-7133432/v1 This work is licensed under a CC BY 4.0 License Status: Posted Version 1 posted You are reading this latest preprint version Abstract Time and cost overruns are major problems in construction project management, especially in developing nations like Iraq, where fragile institutional frameworks and unstable economic situations intensify these issues. Compliance with project timelines and financial plans is crucial for achieving effective results and enhancing stakeholder value. This research examines the fundamental reasons for time and expense overruns in ongoing building construction projects in Iraq. A thorough technique integrating field studies, expert interviews, and an exhaustive literature analysis revealed 37 significant elements. The relative importance index (RII) quantitatively evaluates factors and results highlighting that client-related funding delays were the most critical, followed by contractor financial difficulties and substandard site conditions. Factor analysis categorized these causes into nine major groups, with financial factors and managerial dimensions identified as the most critical. The results demonstrate the use of multiple regression models to predict budget overruns caused by delays in the project timeline and difficulties encountered during construction. Inadequate site preparation and schedule variations considerably affect project performance as a whole, according to the results .To enhance construction outcomes and mitigate risk this study offers policymakers and project stakeholders practical solutions to other developing countries facing comparable management and infrastructure limitations can derive enhanced their influence. Cost overrun time overrun project under construction regression analysis methods 1. INTRODUCTION The construction sector is regarded as the fundamental of the economy in all nations, serving as a significant source of diverse investments and offering employment opportunities for many skilled individuals[ 1 ]. In several countries, this sector constitutes 6 to 9% of the gross domestic product (GDP), with projections indicating an increase to 10%. Furthermore, it is the principal driver of economic expansion and contributes approximately 10% of the nation's GDP. It is regarded as a catalyst for physical advancements that hold significance and benefit the nation's economy [ 2 ]. Conversely, it enhances quality of life by supplying essential infrastructure, such as educational institutions, medical facilities, roadways, and others[ 1 ]. The adverse effects of project delays and budget overruns on resource utilization, project quality, and stakeholder satisfaction have long been a focus of attention for researchers in construction management[ 3 ]. The factors that cause these overruns have been the subject of extensive research, and they vary according to the nation, project type, and regulatory environment. Financial restrictions, inadequate project planning, inefficient labor, and external sociopolitical factors are among the most common explanations Time and the project's budget are the critical factors determining the success of construction projects based on the specifications and the project parties’ satisfaction[ 4 ]. However, most projects in many countries may not finish on time. Implementing construction projects while remaining on budget and on time relies on a process that calls for careful consideration and analysis from experienced engineers[ 5 ]. According to Chen et al. (2019), modification orders and problems with subcontractors were the main reasons why grain bin projects in China were delayed. Marzouk (2014) highlighted a lack of competent labour and inadequate supervision as key issues impacting residential structures in Egypt. Critical obstacles to timely delivery, according to Rezaei and Jalal (2018), who concentrated on the Iraqi context, include low labour productivity and extensive subcontracting. Public building in Ghana was hampered by institutional deficiencies and a lack of coordination, according to Asiedu and Adaku (2019).Similar patterns showed up in Iran, where Heravi and Mohammadadian (2017) identified owner-related financial problems and sluggish decision-making as the main causes of delay. Successful bid evaluation and project planning reduced several time and expense concerns in Saudi Arabian higher education buildings, according to Alhammadi et al. (2024). Political meddling and bad decision-making have the greatest impact on Pakistani projects (Nadir and Ahmed, 2020). Although schedule and expense overruns are a worldwide problem, these regional studies highlight their distinct local causes and the need for context-sensitive remedies. Many projects have experienced considerable delays, causing them to exceed schedules and budgets, a dislike the discontent of owners, contractors, and consultants. Therefore, increasing project efficiency cost-effectiveness and accuracy would almost surely result in national savings. Time and cost management efforts are linked to maximizing efficiency[ 6 ]. This research investigated these questions by exploring and analyzing the causes of time and cost overruns in infrastructure projects in Iraq. Developing countries like Iraq lack a strong construction sector with well-established contracting and consulting firms. The informal economy plays a vital role in the construction industry. This includes infrastructure such as building schools, hospitals and roads. Despite the rapidity of the construction industry's development, the Iraqi construction industry has several major challenges including low quality and productivity, cost overrun, time overrun, poor construction waste management and poor safety performance [ 7 ]. The cost overrun had a major impact on the overall development of the country. Time and cost control management are fundamental aspects of performance in the construction industry. The considerations of cost and time, effective control procedures and management are deemed essential for handling project risks related to schedule delays and cost increases in the construction sector in Iraq. The construction industry is evolving through complex projects and work-related activities that involve multiple stakeholders from diverse fields of project management [ 8 ]. As a developing nation, the construction industry has become one of Iraq’s key economic sectors; therefore, studying the factors that affect cost and time overruns is necessary and significant. The number of completed projects carried over from previous years and still being implemented reached 1,791 during 2023, representing a 6% increase compared to the previous year, which was expected to be 1,690[ 9 ]. There were 418 housing sector projects, representing 17.9% of the total projects. Ten projects were fully completed by 2021, representing 2.4% of the sector's projects. A total of 164 projects were still underway, representing 39.23% of the sector's projects. A total of 244 projects were not yet implemented, representing 58.4% of the total investment costs for the sector's projects. The total investment costs for the sector's projects amounted to approximately $ 60,806.3 million, representing 48.7% of the total project costs[ 10 ]. Despite the amount of construction activity, there aren't many systematic studies in Iraq that classify and identify the main causes of construction phase overruns, particularly in infrastructure projects that under ongoing construction. Contemporary literature presents uncoordinated observations with few studies delivering thorough support grounded on empirical field data, stakeholder viewpoints, and analytical modeling .A comprehensive examination of the underlying factors contributing to time and expense overruns utilizing both quantitative and qualitative approaches is crucial for guiding future project planning, resource distribution, and policy development. This research addresses this gap by identifying, categorizing, and modeling the primary drivers of overruns within Iraq's construction industry. 1.2 Overview of cost and time overruns Building projects in developing nations often encounter substantial difficulties in meeting schedules and maintaining financial limits. Iraq has significant inefficiencies stemming from an immature construction management system, insufficient regulatory frameworks, and foreign instability. Despite the recent boom in infrastructure construction, the industry remains impeded by pervasive project delays and budget overruns. These inefficiencies hinder the prompt provision of vital public services, like housing, healthcare, and education, while also reducing the economic returns on public investment. Projects that experience significant delays may ultimately forfeit their economic rationale, potentially leading to project discontinuation[ 11 ]. Cost overruns in projects typically occur when the budget or project costs increase. Time delays occurred as the duration of the project increased due to unpredictable performance in construction activities [ 15 ]. The following primary factors contributing to construction and delivery delays have been documented: inadequate data collection and survey prior to design, costs exceeding expectations due to inflation, and repair or reconstruction necessitated by construction errors [ 12 ]. In Jordan, the primary factors contributing to construction delays include insufficient planning, ineffective site management, and a lack of adequate experience. the majority of infrastructure projects encounter cost overruns and delays in timelines.A study by[ 13 ] in Iran evaluated a number of factors, including but not limited to late financing from the customer, requests for bribes, nonstandard processes followed by authorities, and unrealistic planning and time scheduling of projects, which were identified as the primary reasons for delay. In India, research by[ 14 ] revealed land acquisition, delays in forest clearance, law and order problems, general price escalation, high capital costs, poor contractor performance and delays in equipment supply. Inadequate project planning, poor communication and coordination, changes in project scope, a lack of trained labor, insufficient budget allocation, and payment delays are the main factors that contribute to these issues in construction megaprojects in Egypt [ 16 ]. Several prior studies have shown that completing a project within the scheduled duration and planned budget is a critical success factor in project construction [ 14 ], [ 16 ],[ 23 ],[ 24 ]. Table 1 shows the causes responsible for the cost and time lags. Table 1 shows the causes responsible for the cost and time lags. n Authors years causes Type of project 1 G.-X. Chen, M. Shan, A.P. Chan, X. Liu, Y.-Q. Zhao (China)[ 18 ] 2019 lack of adequate cooperation among contractual parties, changes orders subcontractors' difficulties, insuitable equipment, inexperience in the design team grain bin 2 Mohamed M. Marzouk(eygpt)[ 19 ] 2014 poor project scheduling and planning, lack of good supervision and site management, order change, unskilled of labor, level of water table, contractor financial problems residential buildings 3 Alireza Rezaei and Saeed Jalal (Iraq) [ 31 ] 2018 security measures, high number of contracts by the same contractor, and poor labor productivity. inadequate labor/skill availability, inappropriate contractor policies Construction project(north Iraq) 4 R. Asiedu, E. Adaku(Ghana)[ 20 ] 2019 absence of good supervision and contract planning, change of orders/variation orders, weak economic and institutional environment of projects, lack of effective coordination among contracting parties public sector construction projects 5 G.Heravi, M.Mohammadian(Iran)[ 21 ] 2017 poor prior planning, owner’s financial problem, slowness of decision making, and interferes with unforeseen situations urban roads and building projects 6 asir Alhammadi, Mohammad S. Al-Mohammad and Rahimi A. Rahman (KSA)[ 22 ] 2024 bid evaluation and project planning mitigation measures positively affect efficiency and contract management- and design-related causes. higher education building project 7 Nadir, HM and Ahmed (Pakistan)[ 23 ] 2020 Lack of management techniques and timely decision-making, political influences and financial malpractices construction project 1.3 Time Overrun and Reasons Project time overruns and their causes are a matter of global concern. A time overrun refers to the extension of time beyond the scheduled completion date stipulated in a contract or the mutually agreed-upon deadline for project delivery[ 25 ]. Numerous factors associated with temporal overruns fluctuate according to project type, location, size, and scope. The escalation of "time and cost" is a prevalent occurrence in global projects[ 23 ]. Nonetheless, these issues are particularly acute in developing nations. Several research studies have explored the reasons for delays in building projects in Iraq. Ghanim [ 29 ] showed that the most important delay factors were security protocols, governmental regulatory alterations and red tape, sanctioned and unsanctioned holidays, subpar performance of the lowest bidding contractors in the governmental procurement process, modifications by the owner, alterations by consultants, delays in progress payments by the owner, issues with the local community, the owner's inexperience in construction, and prevailing local and global economic conditions. A study by [ 30 ] showed that a high degree of time scheduling affects problems related to changes in economic conditions and a company's lack of experience. were significant factors contributing to delays in building projects in Iraq. According to [ 32 ], the five most important variables that minimize schedules in public building projects include economic crises on a global and local scale, bureaucracy and corruption, public holidays, delays in obtaining licenses from the government, and the issuance of multiple modification orders by owners. According to the findings of previous research, there is a scarcity of thorough studies investigating the factors that contribute to the delays that occur in building projects in Iraq. 1.4 Cost Overruns and Causes According to the [ 26 ] findings of a study that was conducted, the top seven factors were labor productivity, the performance of subcontractors and suppliers, the productivity of equipment, the organization of the site and the distribution of equipment, the experience and training of project managers, techniques for scheduling and control, planning for the supply of materials, planning for the supply of equipment, planning for the delivery of materials, and planning for the recruitment of skilled labor. [ 27 ] There are a number of factors that contribute to poor planning techniques, including financial challenges experienced by contracting organizations, poor site management, poor project management/cost control, and erroneous cost projections. [ 28 ] described poor management and coordination between the contracting company and the authorities involved, followed by the nationality of the workers, structural materials that were damaged during storage, the absence of places designated for storing materials, a lack of personnel who specialized in devices and equipment, fluctuating labor and material prices as a result of political changes, a lack of technical staff, the length of the project period, mismatch designs with execution works on site, and changes in order. was the most significant factor. According to the findings of previous research, few thorough studies have investigated the factors that lead to cost overruns in building projects in Iraq. Table 2 shows that studies cause time and cost to overrun in Iraq. Table 2 Causes, costs and time spent in Iraq n Authors Year of publish Cause of time Cause of cost Type of projectstudy 1 Ghanim A. Bekr[ 29 ] 2015 security measures, government change of regulations and bureaucracy, official and nonofficial holidays, low performance of lowest bidder contractors in the government tendering system, design and changes by owner, design changes by consultants, delay in progress payments by the owner, problems with local community, owner’s lack of experience in construction and economic local and global conditions public projects 2 I.Z. Hadi &T.A. Khaleel[ 31 ] 2017 change in economic condition and Company's lack of experience Construction project 3 Alireza Rezaei, Saeed Jalal[ 32 ] 2018 security measures”, “high number of subcontracts by the same contractor”, and “poor labor productivity inadequate labor and skill availability”, “inappropriate contractor policies”, and “domination of construction industry by foreign firm and aids 4 Layth T. Ali, Raid S. Abid Ali b, Zeyad S. M. Khaled [ 27 ] 2020 labor productivity, subcontractors and suppliers performance, equipment productivity, site organization and distribution of equipment, experience and training of project managers, scheduling and control techniques, planning for materials supply, planning for equipment supply, materials delivery and planning for skilled labor recruitment Construction projects Ahmed Kamil Al Kulabi and Huda M. Jawad Atiea[ 33 ] 2022 Global and local economic crises, bureaucracy and corruption, public holidays, delay in getting governmental permits, and issuing numerous change orders by owners, inaccuracy of tendering process, technical performance management ,and government interferences Construction projects Nagham Nawar Abbas & Abbas M. Burhan [ 34 ] 2022 weakness in keeping up with the use of modern concepts methods and technologies, the delay in receiving the amounts due for work done from the owner, fluctuations in market prices, the lack of knowledge and the inefficient use of currentlyavailable tools and technology, and the security situation in the country Construction projects Alani & Mahmoud [ 29 ] 2023 poor management, nationality of workers, materials damaged during storage, bad materials storing, unskilled labor, material prices inflation ,inexperience staff, length of the project period, Construction project Safaa Adnan Mohammed& Afrah Hasan[ 28 ] 2024 poor planning, contracting financial difficulties, poor site management, poor project management/poor cost control, and inaccurate cost estimate Construction project 2. Methodology This research used a mixed-methods approach, integrating qualitative and quantitative methodologies to investigate the factors contributing to schedule and cost overruns in infrastructure construction projects in Iraq. The study approach involved four consecutive stages: (1) literature review, (2) expert interviews, (3) questionnaire survey, and (4) statistical analysis by using factor analysis methods and regression method. 2.1. Literature Review: A comprehensive analysis of previous research was performed to ascertain the prevalent causes of delays and cost overruns in building projects worldwide and, specifically, in developing nations. An initial compilation of 37 major reasons for time and expense overruns was derived from this assessment and classified into financial, managerial, technical, environmental, and regulatory categories. 2.2. Expert Interviews A comprehensive analysis of previous research was performed to ascertain the prevalent causes of delays and cost overruns in building projects worldwide and, specifically, in developing nations. An initial compilation of 37 probable reasons for time and expense overruns was derived from this assessment formulated and pilot-tested with five academic 10 years of field experience and industry specialists for content reliability and validity 2.3. Questionnaire Survey The questionnaire derived from the finalized list of 37 reasons was sent to stakeholders involved in 45 ongoing infrastructure building projects in Iraq. Of the 150 questionnaires distributed a total of 120 respondents comprising project managers, designers, site engineers, engineers, and consultants, provided legitimate replies. Participants were asked to evaluate the importance of each item of the causes using a 5-point Likert scale (1 = not important to 5 = highly important). 2.4. Data analysis The replies were evaluated with the relative importance index (RII) to determine the importance of each factor. Factor analysis (principal component analysis with varimax rotation) was used to categorize the 37 causes into overarching thematic groups. Multiple linear regression analysis was subsequently conducted to analyze the associations between important predictor factors (schedule modification, site condition) and dependent outcomes (cost overrun, time overrun). p < 0.05 indicated statistical significance. 2.1.2. Ranking causes of time and cost overrun The analysis of descriptive statistics is a tool for ranking time and cost reasons, and the results are shown in Table 3. These results apply to all the variables under investigation. The ranked causes of delay were divided into 5 parts according to the five-point Likert scale (1 = not important to 5 = highly important). The outcomes concluded that the process of funding by the client is the most important cause of time and cost overrun in construction projects. It has the highest mean of 3.8 (ranks 1). The second cause was financing related to a contractor, for which the mean was 3.69 (rank 2). The third cause was inadequate site (rank 3), with a mean of 3.68. Relative Importance Index (RII) RII = Σ(W) / (A × N) Where: W = weight assigned to each item by respondents A = maximum score (5) N = total number of respondents Table 3: Ranking of the top ten reasons for time and cost overrun causes M S.D RANK Process funding by client 3.80 1.485 1 Finance related contractor 3.69 1.44 2 Inadequate Site 3.68 1.28 3 Design changes 3.66 1.29 4 Referring the Project to the lowest price 3.63 1.27 5 Global financial crisis 3.61 1.30 6 Late release budget 3.58 1.32 7 Change ground level 3.55 1.36 8 Unforeseen foundation condition faced in the site 3.54 1.30 9 Order change during the construction process 3.52 1.36 10 Table 3 shows that the top ten highest causes are delay process funding by client 3.8, finance-related contractor 3.69, segmentation of project finance 3.66 This underscores the vital importance of prompt and regular money distribution by customers in preserving the project schedule and financial performance. Deferred payments may result in delayed procurement, interrupted site operations, and reduced contractor liquidity, consequently intensifying project inefficiencies. inadequate site 3.68, highlighting Significance of appropriate site selection, preparation, and logistical planning. Factors such as restricted access, inadequate storage capacity, or environmental limitations may substantially impede productivity. design changes by designer 3.63, change in building ground level by client 3.54 and unforeseen foundation conditions faced at site 3.52. Prevalent factors contributing to time and expense overruns include necessitating rework, acquiring supplementary supplies, and altering construction sequences. These challenges often indicate deficient preliminary planning, changing customer demands, or poor stakeholder collaboration. referring the project to the lowest price 3.61 illustrates the challenges of giving contracts mostly based on cost rather than technical proficiency or resource ability. Although cost-based selection may minimize early costs, it often leads to the engagement of less competent contractors, hence increasing the risk of subpar performance., global financial crisis 3.58 indicates the impact of macroeconomic variables on project performance, especially in nations where currency volatility and inflation may abruptly alter import cost and operating expenses. , late release budget 3.55, reflect how policy choices and scope revisions impair project progress. The average ratings are notably elevated across the top 10 categories, suggesting that stakeholders see a wide array of reasons as significant rather than singular. This aligns with the findings of previous studies in poor environments, where insufficient project funding disrupts cash flow, slows procurement, and impedes resource mobilization a study in Ethiopia [25] revealed that the significant factors causing a delay in building construction are difficulty in the financial system, delay in making decisions, lake issuance of design and drawing, poor site management and complex design. 2.1.3. The factor analysis structure among the groups. Factor analysis was used to define the factor structure among 37 items related to the causes of time and cost overrun in construction projects.The causes included 37 items, from which nine groups were extracted for each variable. Eigenvalues above one initial communality were more than 0.3, indicating that the variables were appropriate according to the factor solution shown in Table 4; the nine items were categorized. The results of the rotated component matrix for all 37 items revealed nine groups with eigenvalues greater than (1). The KMO (Kaiser-Meyer-Olkin) was 0.737, above the suggested value of 0,6 [25] revealed the of sampling adequacy and also Bartlett’s test of sphericity was significant (X^2 = 4807.476, p <0.05). That refers to the matrix is identity and have a relationship between factors that grouped in to nine categaries . The eigenvalues and total variance are explained by the nine groups, as shown in Table 4. Table 4: Factor Loadings-Based Principal Component Analysis with Varimax Rotation for 37 Items Related to Group Causes of Time and Cost Overrun. item 1 2 3 4 5 6 7 8 9 Materials supply .97 material quality .97 specifications of material .97 Late testing material .97 Material quantity .97 Material availability .97 Material shortage .97 Materials monopoly .86 Material waste .86 Method funding .87 Contract lowest price .80 Contractor finance .78 Release budget .76 Process funding .57 Labor stimulation .97 Labor accidents .97 Unskilled workers .96 Labor productivity .38 Quarrel of workers .37 Replacement soil .81 Unforeseen foundation .80 Inadequate Site .58 Change in building level .57 Water underground .41 Contractor experience .85 Scheduling planning .85 Construction methods .61 Global crisis .80 Covid19 .77 Design change .90 Order change .88 Site Document approval .73 Late in approval .69 Incomplete documents .50 Weather .77 Stakeholders conflict .55 Tribal conflicts .48 Factor analysis categorized causes into nine principal domains: The materials and equipment group are materials supply, lack material quality, specifications of material late testing material by contractor material quantity, material availability, material shortage, materials monopoly, and material waste all had significant impact. These factors indicate systemic challenges in procurement, supply chain management, and quality assurance .Inconsistent or delayed material deliveries, substandard inputs, and inefficiencies such as monopolies or excessive utilization substantially contribute to time delays and cost increases .The very high loadings indicate a cohesive latent construct, suggesting that enhancements in material management might result in significant benefits. The financial group this component included five items: Method funding, contract lowest price, constraints on contractor financing, delayed budget disbursement, and client-funded processes . This group demonstrates financial instability and inadequate budgeting methods by both clients and contractors. These problems impede project financial flows, postpone procurement and labour payments, and may result in contract disputes. The emphasis on "lowest contract price" as a key criterion suggests that excessively competitive bidding may might risk quality and punctuality. The manpower efficiency groups include labor stimulation, labor accidents, unskilled workers, labor productivity, and the quarrel of workers This domain addresses difficulties in worker management and site oversight. Insufficient motivation, poor safety performance, and restricted worker competencies are precursors of inefficiency. Significantly, while “labor productivity” and “quarrel of workers” exhibited comparatively lesser loadings, they nevertheless reinforce the categorisation and highlight deficiencies in human resource management within construction projects. The project site groups include replacement soil, land sliding unforeseen foundation conditions, inadequate sites, changes in building ground level by a client, and underground water. These indicate physical site limitations and geotechnical difficulties. In several instances, inadequate initial surveys and design assumptions lead to modifications or halts in projects after construction starts. The comparatively smaller loading for "underground water" (.41) nevertheless justifies inclusion but may fluctuate across different site settings. Management groups include contractor experience, poor scheduling planning by contractors, and poor construction methods This group tackles technical and management deficiencies in project implementation .Unseasoned contractors and insufficient preparation can lead to delays and cost overruns. This aligns with several studies emphasizing the importance of planning in project effectiveness [25]. Global crisis groups include the global financial crisis and COVID-19. This indicates external macro-level disturbances that, although outside direct project control, significantly impact deadlines, resource availability, and logistics. Incorporating this issue underscores the need for adaptive and risk-responsive planning in future initiatives. Schedule change groups: Design changes during the construction process and order changes by the client during the construction process This category signifies scope creep and alterations throughout the project, often arising from inadequate designs or evolving customer requirements. These substantially interrupt operations and reallocate resources unpredictably, resulting in both time and cost ramifications. The routine group represents Site document approvals, delays in municipal approvals, and incomplete contractual documents. Bureaucratic and administrative inefficiencies may cause delays that are not associated with physical development. Frequently disregarded, these factors underscore the need to enhance regulatory processes in project success, and culture and environmental groups are weather conditions, obstructions of work by non-stakeholders, and tribal conflicts. This category identifies context-specific external dangers, especially pertinent in emerging or politically unstable regions such as Iraq. These elements are challenging to control directly but must be considered in risk management and stakeholder engagement initiatives. The delineation of nine unique categories enables project managers, policymakers, and contractors to prioritise interventions based on domain-specific risks. For instance: Materials and financial concerns (Factors 1 & 2) are most effectively managed by centralised procurement and financial risk evaluation. Labour productivity and site circumstances (Factors 3 & 4) need workforce development and enhanced pre-construction evaluations. Management and design alterations (Factors 5 & 7) underscore the need of pre-construction planning and change control mechanisms. Routine permissions and cultural/environmental elements (elements 8 & 9) highlight the significance of administrative reform and sociopolitical awareness. 2.1.7. Assessment of Correlation Between of time and cost overrun. ANOVA was used to assess the effectiveness of the critical delay groups in terms of time and cost overrun. Stepwise multiple regressions in SPSS are an instrument that can find the link between two or more variables that have a cause and effect relationship. The hypothesis of multiple regressions was distributed normally, linearly and freely from extreme. In this method, the factors that have less influence on the independent variable with a confidence level 0.05. The results of the assessment of the relationships between (independent variables) finance, schedule change, management, global crisis and site projects and the dependent variable (time overrun). To determine which group had the greatest effect on the project time overrun, the researcher used the multiple linear regression method (method stepwise) to process the data; the results are shown in Table 5. Table 5: The correlation between effectiveness cause and time overrun. Model B Std. Error Beta t Sig. 1 (Constant) 1.28 .506 2.53 .013 2 finance .199 .102 .206 1.95 .054 3 site .249 .127 .219 1.96 .053 4 management .080 .121 .066 .66 .511 5 Schedule change .297 .095 .316 3.13 .002 6 global .003 .084 .003 .030 .976 T= Dependent Variable: time overrun SC= Schedule Change Analysis of Principal Statistical Metrics ( B = 1.28, p = 0.013) The constant term in the regression model signifies the projected baseline time overrun when all predictor variables are set to zero. A statistically significant constant (p < 0.05) indicates an intrinsic baseline delay in building projects, irrespective of the specified factors. 1. Modification of Schedule (B = 0.297, β = 0.316, p = 0.002) This is the most statistically significant variable influencing time overrun. The standardised Beta value of 0.316 indicates that schedule modification has the most substantial impact among all factors. An increment in the index denoting schedule-related modifications (e.g., design revisions, delayed customer orders) results in an estimated 30% escalation in project time overrun, as shown by Equation 1: T = 1.284 + 0.297 × SC The p-value of 0.002 indicates that this link is significant at the 95% confidence level. This underscores that client-initiated alterations and design adjustments during implementation are the principal causes of project delays and must be rigorously managed via early stakeholder alignment and established design processes. 2. Finance (B = 0.199, β = 0.206, p = 0.054) Despite being just beyond the traditional significance level (p = 0.054), finance-related concerns exhibit a notable trend. This implies: Delays in funding, financial instability of contractors, and competitive low-price bidding impact project timelines. Although excluded from the final regression equation because p > 0.05, these findings suggest that money is a nearly significant factor and merits additional exploration or incorporation into more robust models with enhanced statistical power. 3. Site-Related Variables (B = 0.249, β = 0.219, p = 0.053) Site condition factors, such as unexpected soil conditions and suboptimal site architecture, show possible predictive capability, but on the threshold of significance. An increase in site problems may result in an estimated 25% additional delay. A Beta of 0.219 indicates a reasonably high correlation, suggesting that improved site investigations, topographical surveys, and preliminary site readiness evaluations may alleviate this cause of delay. 4. Management (p = 0.511) and Global Crisis (p = 0.976) The final regression model eliminated these two covariates owing to their non-significance: Management-related factors (e.g., contractor experience, planning inadequacies) exhibited a weak Beta (0.066) and an insignificant p-value, indicating that in this dataset, inadequate management did not independently account for variations in project delays after controlling for other variables. Global crises (COVID-19, financial crises) had no influence in this model (Beta = 0.003, p = 0.976). This suggests that either the projects adjusted well after the pandemic or that external problems were not the principal factor contributing to delays relative to internal project dynamics. Table 6: Conclusive Regression Equation and Its Implications Conclusive Model: Time Overrun = 1.284 + 0.297 × Schedule Change The final model included just one statistically significant predictor: Schedule Change. This discovery underscores the essential significance of design stability and client decision-making discipline throughout the construction period. Although other variables such as financing and site circumstances approached significance, only design and order modifications shown a measurable, quantitative, and statistically significant effect. Pragmatic Consequences Policy Focus: Regulatory initiatives must aim to reduce post-award design modifications by implementing more rigorous design validation procedures. Client Education: Clients must be informed about the consequences of late-stage modifications. Risk Management: Contract provisions must foresee and impose penalties for unwarranted design modifications or include allowances for expected changes. Design-Build Integration: Integrated design-build methodologies may mitigate fragmentation and misunderstanding, hence decreasing rework and delays. To determine which groups have an important impact on cost overrun, the multiple linear regression (method stepwise) procedure both adds and removes predictors one at a time. In this method, the factors that have less influence on the independent variable are excluded (sig<0,05). The results are illustrated in Table 7. Table 7: The Correlation between Effectiveness Cause and Cost Overrun Model B Std. Error Beta t Sig. 1 Constant 2.114 .506 4.179 .000 2 Financing .111 .097 .128 1.143 .257 3 Project Site .350 .124 .342 2.824 .006 4 Management .067 .122 .062 .551 .583 5 Schedule change .204 .091 .242 2.255 .027 6 Global crisis .012 .081 .015 .149 .882 C.Dependent Variable: cost overrun PS.Project Site= PS SC.Schedule Change=SC 1. Constant (B = 2.114, p < 0.001) The constant signifies the fundamental degree of cost overrun when all independent variables are null. The significance level (p < 0.001) indicates that, even without specific contributing elements, systematic or structural baseline costs remain in building projects. This may indicate fundamental inefficiencies, such inflation, procurement delays, or overall market instability. 2. Project Site Conditions (B = 0.350, β = 0.342, p = 0.006) Extremely Significant This group had the most significant predictive influence on cost overruns: The unstandardized coefficient (B = 0.350) indicates that for each one-unit rise in site-related challenges (inadequate ground conditions, water table complications, soil replacement) there is a 35% escalation in overall cost overrun. The standardized Beta coefficient (0.342) confirms the preeminent significance of this factor group among all evaluated variables. The p-value (0.006) indicates that this link is statistically significant at the 99% confidence level. This outcome highlights the essential need of thorough pre-construction site assessments, including soil analysis, hydrological evaluations, and foundation viability studies. Cost overruns are significantly influenced by ground conditions and physical site limitations, often requiring design modifications, structural enhancements, and costly corrective measures during construction. 3. Schedule Modification (B = 0.204, β = 0.242, p = 0.027) Statistically Significant Changes connected to scheduling especially client-driven design alterations and order amendments during construction substantially contribute to cost escalation: The coefficient B = 0.204 signifies a 20.4% increase in costs for each unit increase in schedule interruptions. The Beta value (0.242) ranks this component as the second most significant after site conditions. The p-value (0.027) indicates statistical significance at the 95% confidence level. These results corroborate the prevalent trend that frequent design modifications, delayed decision-making, and insufficient coordination among client, consultant, and contractor contribute to cost overruns. Mitigation must encompass: Implementing a design freeze policy,defining the scope of work at the planning phase, applay variation order protocols. 3. Conclusion This research in depth analyzed the key reasons for major to schedule and cost overruns in infrastructure construction projects in Iraq. The study merged qualitative perception with quantitative statistical methods to identify 37 criticl causes ,prioritized them using the Relative Importance Index (RII), categorized them by Exploratory Factor Analysis (EFA), and modeled their effects using multiple regression analysis. The results unequivocally indicate that alterations to the schedule especially those initiated by client-driven design changes are the primary determinants of time overruns. Unexpected site conditions and design-related delays proved to be significant factors in both time and expense increases. Although financial difficulties were prominent in perception-based metrics, they exhibited lesser statistical significance in regression models, indicating a possible discrepancy between stakeholder perception and actual effects. This study presents three key contributions: provides a context-specific categorization of the factors contributing to overruns in Iraq's construction industry, offers prediction models for temporal and financial performance based on actionable project data and reconciles stakeholder perception with empirically substantiated risk concerns. The findings emphasize the critical need for improved design management, thorough preconstruction site evaluations, and methodical change control procedures. These enhancements are essential not just in Iraq and other emerging nations that encounter building difficulties. Declarations The participant's legal guardian consented to participate in the study. Acknowledgments The author thanks the organizations of a construction company for helping the researcher answer the questionnaire, obtain permeation and gather data for this study. Author contributions To the writing of the paper include methodology, gathering of data, and data analysis. Funding : The author received no financial support for the research, authorship, or publication of this article. Conflict of interest The authors declare that they have no competing interests, financial or personal, that could influence the outcomes or presentation of the research described in this manuscript. Limitations of Research : This research focused on current construction projects in Iraq and may not fully reflect the dynamics of large-scale infrastructure projects or post-construction stages. Furthermore, the regression models rely on self-reported data, potentially leading to response bias. 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Sayed M et al (2017) Identification and assessment of risk factors affecting construction projects. HBRC J 13(2): pp202-216. Aya A. Hasan& Abbas M. Burhan(2025). The Delay and Failure of Residential Investment Projects in Iraq: Review. 31(2):pp48–71. Zaid S(2020). An overall literature review on Current Performance of the Iraqi Construction Industry. International Journal of contemporary applied studies l7(10):pp65-80. Directorate of Building and Construction Statistics at the General Authority for Statistics and Geographic Information Systems 2023 Public Sector Building and Construction Statistics Report . Ministry of Planning Department decided by the Finance Ministry 2022. Tianqi W et al (2019). Time cost-quality tradeoff analysis for planning construction projects. ;28(1):pp82-100. Haslinda A et al(2018). Investigation of the Factors Influencing Construction Time and Cost Overrun for High-Rise Building Projects In Penang. IOP Conf. Series: Journal of Physics. Mahamid I et al(2022). Causes of Delays in Iranian Building Construction Projects. AUT Journal of Civil Engineering. 5(4):pp613–624. Sowmya N. Amol M&Sivakumar P.Study (2019).on Time and Cost Overruns in Mega Infrastructure Projects in India. Journal of The Institution of Engineers (India): Series A. 100.pp139-145.. Junaid Tariq &Shujaa Safdar(2023). Study the delays and conflicts for construction projects and their mutual relationship: A review.14(1) pp1-14. Ahmed o & Hossam W(2023). Investigation of critical factors affecting cost overruns and delays in Egyptian mega construction projects. Alexandria Engineering Journal.83:pp326-334 Zhao et al (2020). Investigating the impact of governmental governance on megaproject performance: evidence from China. Technological and Economic Development of Economy. 26(2):pp 449-478. Marzouk M & El-Rasas T(2014). Analyzing delays causes in Egyptian construction projects. Journal of advance research., 5 (1), pp. 49-55. Richard A& Adaku E (2018). Cost overruns of public sector construction projects: a developing country perspective International Journal of Managing Projects in Business. 13 (1): pp. 66-84. Gholamreza H & Meghdad M(2019). Investigating cost overruns and delay in urban construction projects in Iran. International Journal of construction management 21(2):pp1-11. Alhammadi A et al (2024). Investigating the interrelationships between advanced technologies and safety performance factors: The Case of Higher Education Construction Projects . Sustainability, 16(19), 8585; https://doi.org/10.3390/su16198585. Hafiz M&Ash A(2020). Causes and monitoring of delays and cost overrun in construction projects in Pakistan. International journal of engineering inventions. 9(8):PP 20-33 Dlamini M & Cumberlege R(2021). The impact of cost overruns and delays in the construction industry. IOP Conf. Series: Earth and Environmental Science. doi 10.1088/1755-1315/654/1/012029. Administration A et al(2017). delays in construction projects: a review of causes, need and scope for further research : Malaysian Construction Research Journal. 23(3):pp89-113 . Rashid Y(2020). Analysis of delay factors and their effects on construction projects. Management Science Letters;10(6):pp1197–1204. Layth T. et al(2020). Investigation of cost influencing factors potentially controllable by main contractors in construction projects in Iraq. engineering and technology Journal. 38(7): pp 1069 -1076. Safaa A & Afrah H(2024). Analyzing Cost Deviation Factors in Iraqi Construction Projects: A Comprehensive examination of influencing variables engineering. Technology & applied science research. 14(3):pp 13897-13901 Semaa H & Awss Hatim(2023). Factors affecting the cost management of iraqi construction firms. Engineering, technology & applied science research. 13(6):pp 12001-12005. Ghanim A(2015). Causes of delays in public construction projects in Iraq. Jordan Journal of civil engineering. 9(2) pp149-162. Hadi I& Khaleel T(2017). Controlling of time overrun in construction projects in Iraq. Engineering and Technology Journal. 35(2):pp111-117. Rezaei & Jalal(2018). Investigating the causes of delay and cost-overrun in the construction industry International Advanced Studies and Engineering Journal 2(2): pp75-79. Ahmed K & Huda M(2022). Time overruns in the construction projects in Iraq: Case study on investigating and analyzing the root causes. Open Engineering, 12(1): pp702–715. Semaa H & Awss H(2022). Investigating the causes of poor cost control in Iraqi construction projects. Engineering, Technology & applied science research .12(1):pp 8075-8079. Additional Declarations The authors declare no competing interests. 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Also discoverable on Platform About Our Team In Review Editorial Policies Advisory Board Help Center Resources Author Services Accessibility API Access RSS feed Manage Cookie Preferences © Research Square 2026 | ISSN 2693-5015 (online) Privacy Policy Terms of Service Do Not Sell My Personal Information {"props":{"pageProps":{"initialData":{"identity":"rs-7133432","acceptedTermsAndConditions":true,"allowDirectSubmit":true,"archivedVersions":[],"articleType":"Research Article","associatedPublications":[],"authors":[{"id":485933630,"identity":"d39bcdf7-554f-4983-87e3-69eef55d017f","order_by":0,"name":"ali hussien","email":"data:image/png;base64,iVBORw0KGgoAAAANSUhEUgAAAZAAAAAyAQMAAABI0h/eAAAABlBMVEX///8AAABVwtN+AAAACXBIWXMAAA7EAAAOxAGVKw4bAAAAz0lEQVRIiWNgGAWjYDADfhCRUECKFskGkBYDUrQYHACTRKjkO3784eeKijt2m8+vTvzwwIBBnl/sAAH3nMkxljxz5lnythtvN0sAHWY4c3YCIffkMEg2th1ONrtxdgNIS4LBbUJazj9//LPx3+Fk4xlnN/8gTsuNBDPJxobDdgb8vduIs0Xyxhszy4ZjhxMkbvBus0gwkCDsF77z6Y9vNtQctufvP7v55o8KG3l+aQJaGA5AqMQGCbBKCQLKkbTYM/AfIEL1KBgFo2AUjEgAAI1FS/dRsZ/FAAAAAElFTkSuQmCC","orcid":"https://orcid.org/0000-0002-3291-7943","institution":"Building engineering department, education of Thiqar Directorate","correspondingAuthor":true,"prefix":"","firstName":"ali","middleName":"","lastName":"hussien","suffix":""}],"badges":[],"createdAt":"2025-07-15 18:42:43","currentVersionCode":1,"declarations":{"humanSubjects":false,"vertebrateSubjects":true,"conflictsOfInterestStatement":false,"humanSubjectEthicalGuidelines":false,"humanSubjectConsent":false,"humanSubjectClinicalTrial":false,"humanSubjectCaseReport":false,"vertebrateSubjectEthicalGuidelines":true},"doi":"10.21203/rs.3.rs-7133432/v1","doiUrl":"https://doi.org/10.21203/rs.3.rs-7133432/v1","draftVersion":[],"editorialEvents":[],"editorialNote":"","failedWorkflow":false,"files":[{"id":87177404,"identity":"40117a77-0573-48f3-9dca-7d1fc5e9f891","added_by":"auto","created_at":"2025-07-21 08:58:43","extension":"pdf","order_by":0,"title":"","display":"","copyAsset":false,"role":"manuscript-pdf","size":910511,"visible":true,"origin":"","legend":"","description":"","filename":"manuscript.pdf","url":"https://assets-eu.researchsquare.com/files/rs-7133432/v1/46023cf4-c68f-436d-bf83-bd62f4762852.pdf"}],"financialInterests":"The authors declare no competing interests.","formattedTitle":"\u003cp\u003eExplore the reasons for the time and costoverruns in the projects under construction\u003c/p\u003e","fulltext":[{"header":"1. INTRODUCTION","content":"\u003cp\u003eThe construction sector is regarded as the fundamental of the economy in all nations, serving as a significant source of diverse investments and offering employment opportunities for many skilled individuals[\u003cspan citationid=\"CR1\" class=\"CitationRef\"\u003e1\u003c/span\u003e]. In several countries, this sector constitutes 6 to 9% of the gross domestic product (GDP), with projections indicating an increase to 10%. Furthermore, it is the principal driver of economic expansion and contributes approximately 10% of the nation's GDP. It is regarded as a catalyst for physical advancements that hold significance and benefit the nation's economy [\u003cspan citationid=\"CR2\" class=\"CitationRef\"\u003e2\u003c/span\u003e]. Conversely, it enhances quality of life by supplying essential infrastructure, such as educational institutions, medical facilities, roadways, and others[\u003cspan citationid=\"CR1\" class=\"CitationRef\"\u003e1\u003c/span\u003e]. The adverse effects of project delays and budget overruns on resource utilization, project quality, and stakeholder satisfaction have long been a focus of attention for researchers in construction management[\u003cspan citationid=\"CR3\" class=\"CitationRef\"\u003e3\u003c/span\u003e]. The factors that cause these overruns have been the subject of extensive research, and they vary according to the nation, project type, and regulatory environment. Financial restrictions, inadequate project planning, inefficient labor, and external sociopolitical factors are among the most common explanations\u003c/p\u003e\u003cp\u003eTime and the project's budget are the critical factors determining the success of construction projects based on the specifications and the project parties\u0026rsquo; satisfaction[\u003cspan citationid=\"CR4\" class=\"CitationRef\"\u003e4\u003c/span\u003e]. However, most projects in many countries may not finish on time. Implementing construction projects while remaining on budget and on time relies on a process that calls for careful consideration and analysis from experienced engineers[\u003cspan citationid=\"CR5\" class=\"CitationRef\"\u003e5\u003c/span\u003e]. According to Chen et al. (2019), modification orders and problems with subcontractors were the main reasons why grain bin projects in China were delayed. Marzouk (2014) highlighted a lack of competent labour and inadequate supervision as key issues impacting residential structures in Egypt. Critical obstacles to timely delivery, according to Rezaei and Jalal (2018), who concentrated on the Iraqi context, include low labour productivity and extensive subcontracting. Public building in Ghana was hampered by institutional deficiencies and a lack of coordination, according to Asiedu and Adaku (2019).Similar patterns showed up in Iran, where Heravi and Mohammadadian (2017) identified owner-related financial problems and sluggish decision-making as the main causes of delay.\u003c/p\u003e\u003cp\u003eSuccessful bid evaluation and project planning reduced several time and expense concerns in Saudi Arabian higher education buildings, according to Alhammadi et al. (2024). Political meddling and bad decision-making have the greatest impact on Pakistani projects (Nadir and Ahmed, 2020). Although schedule and expense overruns are a worldwide problem, these regional studies highlight their distinct local causes and the need for context-sensitive remedies. Many projects have experienced considerable delays, causing them to exceed schedules and budgets, a dislike the discontent of owners, contractors, and consultants. Therefore, increasing project efficiency cost-effectiveness and accuracy would almost surely result in national savings. Time and cost management efforts are linked to maximizing efficiency[\u003cspan citationid=\"CR6\" class=\"CitationRef\"\u003e6\u003c/span\u003e]. This research investigated these questions by exploring and analyzing the causes of time and cost overruns in infrastructure projects in Iraq. Developing countries like Iraq lack a strong construction sector with well-established contracting and consulting firms. The informal economy plays a vital role in the construction industry. This includes infrastructure such as building schools, hospitals and roads. Despite the rapidity of the construction industry's development, the Iraqi construction industry has several major challenges including low quality and productivity, cost overrun, time overrun, poor construction waste management and poor safety performance [\u003cspan citationid=\"CR7\" class=\"CitationRef\"\u003e7\u003c/span\u003e]. The cost overrun had a major impact on the overall development of the country. Time and cost control management are fundamental aspects of performance in the construction industry. The considerations of cost and time, effective control procedures and management are deemed essential for handling project risks related to schedule delays and cost increases in the construction sector in Iraq. The construction industry is evolving through complex projects and work-related activities that involve multiple stakeholders from diverse fields of project management [\u003cspan citationid=\"CR8\" class=\"CitationRef\"\u003e8\u003c/span\u003e]. As a developing nation, the construction industry has become one of Iraq\u0026rsquo;s key economic sectors; therefore, studying the factors that affect cost and time overruns is necessary and significant. The number of completed projects carried over from previous years and still being implemented reached 1,791 during 2023, representing a 6% increase compared to the previous year, which was expected to be 1,690[\u003cspan citationid=\"CR9\" class=\"CitationRef\"\u003e9\u003c/span\u003e]. There were 418 housing sector projects, representing 17.9% of the total projects. Ten projects were fully completed by 2021, representing 2.4% of the sector's projects. A total of 164 projects were still underway, representing 39.23% of the sector's projects. A total of 244 projects were not yet implemented, representing 58.4% of the total investment costs for the sector's projects. The total investment costs for the sector's projects amounted to approximately \u003cspan\u003e$\u003c/span\u003e60,806.3\u0026nbsp;million, representing 48.7% of the total project costs[\u003cspan citationid=\"CR10\" class=\"CitationRef\"\u003e10\u003c/span\u003e]. Despite the amount of construction activity, there aren't many systematic studies in Iraq that classify and identify the main causes of construction phase overruns, particularly in infrastructure projects that under ongoing construction. Contemporary literature presents uncoordinated observations with few studies delivering thorough support grounded on empirical field data, stakeholder viewpoints, and analytical modeling .A comprehensive examination of the underlying factors contributing to time and expense overruns utilizing both quantitative and qualitative approaches is crucial for guiding future project planning, resource distribution, and policy development. This research addresses this gap by identifying, categorizing, and modeling the primary drivers of overruns within Iraq's construction industry.\u003c/p\u003e\u003cdiv id=\"Sec2\" class=\"Section2\"\u003e\u003ch2\u003e1.2 Overview of cost and time overruns\u003c/h2\u003e\u003cp\u003eBuilding projects in developing nations often encounter substantial difficulties in meeting schedules and maintaining financial limits. Iraq has significant inefficiencies stemming from an immature construction management system, insufficient regulatory frameworks, and foreign instability. Despite the recent boom in infrastructure construction, the industry remains impeded by pervasive project delays and budget overruns. These inefficiencies hinder the prompt provision of vital public services, like housing, healthcare, and education, while also reducing the economic returns on public investment. Projects that experience significant delays may ultimately forfeit their economic rationale, potentially leading to project discontinuation[\u003cspan citationid=\"CR11\" class=\"CitationRef\"\u003e11\u003c/span\u003e]. Cost overruns in projects typically occur when the budget or project costs increase. Time delays occurred as the duration of the project increased due to unpredictable performance in construction activities [\u003cspan citationid=\"CR15\" class=\"CitationRef\"\u003e15\u003c/span\u003e].\u003c/p\u003e\u003cp\u003eThe following primary factors contributing to construction and delivery delays have been documented: inadequate data collection and survey prior to design, costs exceeding expectations due to inflation, and repair or reconstruction necessitated by construction errors [\u003cspan citationid=\"CR12\" class=\"CitationRef\"\u003e12\u003c/span\u003e]. In Jordan, the primary factors contributing to construction delays include insufficient planning, ineffective site management, and a lack of adequate experience. the majority of infrastructure projects encounter cost overruns and delays in timelines.A study by[\u003cspan citationid=\"CR13\" class=\"CitationRef\"\u003e13\u003c/span\u003e] in Iran evaluated a number of factors, including but not limited to late financing from the customer, requests for bribes, nonstandard processes followed by authorities, and unrealistic planning and time scheduling of projects, which were identified as the primary reasons for delay. In India, research by[\u003cspan citationid=\"CR14\" class=\"CitationRef\"\u003e14\u003c/span\u003e] revealed land acquisition, delays in forest clearance, law and order problems, general price escalation, high capital costs, poor contractor performance and delays in equipment supply. Inadequate project planning, poor communication and coordination, changes in project scope, a lack of trained labor, insufficient budget allocation, and payment delays are the main factors that contribute to these issues in construction megaprojects in Egypt [\u003cspan citationid=\"CR16\" class=\"CitationRef\"\u003e16\u003c/span\u003e]. Several prior studies have shown that completing a project within the scheduled duration and planned budget is a critical success factor in project construction [\u003cspan citationid=\"CR14\" class=\"CitationRef\"\u003e14\u003c/span\u003e], [\u003cspan citationid=\"CR16\" class=\"CitationRef\"\u003e16\u003c/span\u003e],[\u003cspan citationid=\"CR23\" class=\"CitationRef\"\u003e23\u003c/span\u003e],[\u003cspan citationid=\"CR24\" class=\"CitationRef\"\u003e24\u003c/span\u003e]. Table\u0026nbsp;\u003cspan refid=\"Tab1\" class=\"InternalRef\"\u003e1\u003c/span\u003e shows the causes responsible for the cost and time lags.\u003c/p\u003e\u003cp\u003e\u003cdiv class=\"gridtable\"\u003e\u003ctable float=\"Yes\" id=\"Tab1\" border=\"1\"\u003e\u003ccaption language=\"En\"\u003e\u003cdiv class=\"CaptionNumber\"\u003eTable 1\u003c/div\u003e\u003cdiv class=\"CaptionContent\"\u003e\u003cp\u003eshows the causes responsible for the cost and time lags.\u003c/p\u003e\u003c/div\u003e\u003c/caption\u003e\u003ccolgroup cols=\"5\"\u003e\u003cdiv align=\"left\" class=\"colspec\" colname=\"c1\" colnum=\"1\"\u003e\u003c/div\u003e\u003cdiv align=\"left\" class=\"colspec\" colname=\"c2\" colnum=\"2\"\u003e\u003c/div\u003e\u003cdiv align=\"char\" char=\".\" class=\"colspec\" colname=\"c3\" colnum=\"3\"\u003e\u003c/div\u003e\u003cdiv align=\"left\" class=\"colspec\" colname=\"c4\" colnum=\"4\"\u003e\u003c/div\u003e\u003cdiv align=\"left\" class=\"colspec\" colname=\"c5\" colnum=\"5\"\u003e\u003c/div\u003e\u003cthead\u003e\u003ctr\u003e\u003cth align=\"left\" colname=\"c1\"\u003e\u003cp\u003en\u003c/p\u003e\u003c/th\u003e\u003cth align=\"left\" colname=\"c2\"\u003e\u003cp\u003eAuthors\u003c/p\u003e\u003c/th\u003e\u003cth align=\"left\" colname=\"c3\"\u003e\u003cp\u003eyears\u003c/p\u003e\u003c/th\u003e\u003cth align=\"left\" colname=\"c4\"\u003e\u003cp\u003ecauses\u003c/p\u003e\u003c/th\u003e\u003cth align=\"left\" colname=\"c5\"\u003e\u003cp\u003eType of project\u003c/p\u003e\u003c/th\u003e\u003c/tr\u003e\u003c/thead\u003e\u003ctbody\u003e\u003ctr\u003e\u003ctd align=\"left\" colname=\"c1\"\u003e\u003cp\u003e1\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c2\"\u003e\u003cp\u003eG.-X. Chen, M. Shan, A.P. Chan, X. Liu, Y.-Q. Zhao (China)[\u003cspan citationid=\"CR18\" class=\"CitationRef\"\u003e18\u003c/span\u003e]\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"char\" char=\".\" colname=\"c3\"\u003e\u003cp\u003e2019\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c4\"\u003e\u003cp\u003elack of adequate cooperation among contractual parties, changes orders subcontractors' difficulties, insuitable equipment, inexperience in the design team\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c5\"\u003e\u003cp\u003egrain bin\u003c/p\u003e\u003c/td\u003e\u003c/tr\u003e\u003ctr\u003e\u003ctd align=\"left\" colname=\"c1\"\u003e\u003cp\u003e2\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c2\"\u003e\u003cp\u003eMohamed M. Marzouk(eygpt)[\u003cspan citationid=\"CR19\" class=\"CitationRef\"\u003e19\u003c/span\u003e]\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"char\" char=\".\" colname=\"c3\"\u003e\u003cp\u003e2014\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c4\"\u003e\u003cp\u003epoor project scheduling and planning, lack of good supervision and site management, order change, unskilled of labor, level of water table, contractor financial problems\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c5\"\u003e\u003cp\u003eresidential buildings\u003c/p\u003e\u003c/td\u003e\u003c/tr\u003e\u003ctr\u003e\u003ctd align=\"left\" colname=\"c1\"\u003e\u003cp\u003e3\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c2\"\u003e\u003cp\u003eAlireza Rezaei and Saeed Jalal (Iraq) [\u003cspan citationid=\"CR31\" class=\"CitationRef\"\u003e31\u003c/span\u003e]\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"char\" char=\".\" colname=\"c3\"\u003e\u003cp\u003e2018\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c4\"\u003e\u003cp\u003esecurity measures, high number of contracts by the same contractor, and poor labor productivity. inadequate labor/skill availability, inappropriate contractor policies\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c5\"\u003e\u003cp\u003eConstruction project(north Iraq)\u003c/p\u003e\u003c/td\u003e\u003c/tr\u003e\u003ctr\u003e\u003ctd align=\"left\" colname=\"c1\"\u003e\u003cp\u003e4\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c2\"\u003e\u003cp\u003eR. Asiedu, E. Adaku(Ghana)[\u003cspan citationid=\"CR20\" class=\"CitationRef\"\u003e20\u003c/span\u003e]\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"char\" char=\".\" colname=\"c3\"\u003e\u003cp\u003e2019\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c4\"\u003e\u003cp\u003eabsence of good supervision and contract planning, change of orders/variation orders,\u003c/p\u003e\u003cp\u003eweak economic and institutional environment of projects, lack of effective coordination among contracting parties\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c5\"\u003e\u003cp\u003epublic sector construction projects\u003c/p\u003e\u003c/td\u003e\u003c/tr\u003e\u003ctr\u003e\u003ctd align=\"left\" colname=\"c1\"\u003e\u003cp\u003e5\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c2\"\u003e\u003cp\u003eG.Heravi, M.Mohammadian(Iran)[\u003cspan citationid=\"CR21\" class=\"CitationRef\"\u003e21\u003c/span\u003e]\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"char\" char=\".\" colname=\"c3\"\u003e\u003cp\u003e2017\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c4\"\u003e\u003cp\u003epoor prior\u003c/p\u003e\u003cp\u003eplanning, owner\u0026rsquo;s financial problem, slowness of decision\u003c/p\u003e\u003cp\u003emaking, and interferes with unforeseen situations\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c5\"\u003e\u003cp\u003eurban roads and building projects\u003c/p\u003e\u003c/td\u003e\u003c/tr\u003e\u003ctr\u003e\u003ctd align=\"left\" colname=\"c1\"\u003e\u003cp\u003e6\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c2\"\u003e\u003cp\u003easir Alhammadi, Mohammad S. Al-Mohammad and Rahimi A. Rahman (KSA)[\u003cspan citationid=\"CR22\" class=\"CitationRef\"\u003e22\u003c/span\u003e]\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"char\" char=\".\" colname=\"c3\"\u003e\u003cp\u003e2024\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c4\"\u003e\u003cp\u003ebid evaluation and project planning mitigation measures positively affect efficiency and contract management- and design-related causes.\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c5\"\u003e\u003cp\u003ehigher education building project\u003c/p\u003e\u003c/td\u003e\u003c/tr\u003e\u003ctr\u003e\u003ctd align=\"left\" colname=\"c1\"\u003e\u003cp\u003e7\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c2\"\u003e\u003cp\u003eNadir, HM and Ahmed (Pakistan)[\u003cspan citationid=\"CR23\" class=\"CitationRef\"\u003e23\u003c/span\u003e]\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"char\" char=\".\" colname=\"c3\"\u003e\u003cp\u003e2020\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c4\"\u003e\u003cp\u003eLack of management techniques and timely decision-making, political\u003c/p\u003e\u003cp\u003einfluences and financial malpractices\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c5\"\u003e\u003cp\u003econstruction project\u003c/p\u003e\u003c/td\u003e\u003c/tr\u003e\u003c/tbody\u003e\u003c/colgroup\u003e\u003c/table\u003e\u003c/div\u003e\u003c/p\u003e\u003c/div\u003e\u003cdiv id=\"Sec3\" class=\"Section2\"\u003e\u003ch2\u003e1.3 Time Overrun and Reasons\u003c/h2\u003e\u003cp\u003eProject time overruns and their causes are a matter of global concern. A time overrun refers to the extension of time beyond the scheduled completion date stipulated in a contract or the mutually agreed-upon deadline for project delivery[\u003cspan citationid=\"CR25\" class=\"CitationRef\"\u003e25\u003c/span\u003e]. Numerous factors associated with temporal overruns fluctuate according to project type, location, size, and scope. The escalation of \"time and cost\" is a prevalent occurrence in global projects[\u003cspan citationid=\"CR23\" class=\"CitationRef\"\u003e23\u003c/span\u003e]. Nonetheless, these issues are particularly acute in developing nations. Several research studies have explored the reasons for delays in building projects in Iraq. Ghanim [\u003cspan citationid=\"CR29\" class=\"CitationRef\"\u003e29\u003c/span\u003e] showed that the most important delay factors were security protocols, governmental regulatory alterations and red tape, sanctioned and unsanctioned holidays, subpar performance of the lowest bidding contractors in the governmental procurement process, modifications by the owner, alterations by consultants, delays in progress payments by the owner, issues with the local community, the owner's inexperience in construction, and prevailing local and global economic conditions. A study by [\u003cspan citationid=\"CR30\" class=\"CitationRef\"\u003e30\u003c/span\u003e] showed that a high degree of time scheduling affects problems related to changes in economic conditions and a company's lack of experience. were significant factors contributing to delays in building projects in Iraq. According to [\u003cspan citationid=\"CR32\" class=\"CitationRef\"\u003e32\u003c/span\u003e], the five most important variables that minimize schedules in public building projects include economic crises on a global and local scale, bureaucracy and corruption, public holidays, delays in obtaining licenses from the government, and the issuance of multiple modification orders by owners. According to the findings of previous research, there is a scarcity of thorough studies investigating the factors that contribute to the delays that occur in building projects in Iraq.\u003c/p\u003e\u003c/div\u003e\u003cdiv id=\"Sec4\" class=\"Section2\"\u003e\u003ch2\u003e1.4 Cost Overruns and Causes\u003c/h2\u003e\u003cp\u003eAccording to the [\u003cspan citationid=\"CR26\" class=\"CitationRef\"\u003e26\u003c/span\u003e] findings of a study that was conducted, the top seven factors were labor productivity, the performance of subcontractors and suppliers, the productivity of equipment, the organization of the site and the distribution of equipment, the experience and training of project managers, techniques for scheduling and control, planning for the supply of materials, planning for the supply of equipment, planning for the delivery of materials, and planning for the recruitment of skilled labor. [\u003cspan citationid=\"CR27\" class=\"CitationRef\"\u003e27\u003c/span\u003e] There are a number of factors that contribute to poor planning techniques, including financial challenges experienced by contracting organizations, poor site management, poor project management/cost control, and erroneous cost projections. [\u003cspan citationid=\"CR28\" class=\"CitationRef\"\u003e28\u003c/span\u003e] described poor management and coordination between the contracting company and the authorities involved, followed by the nationality of the workers, structural materials that were damaged during storage, the absence of places designated for storing materials, a lack of personnel who specialized in devices and equipment, fluctuating labor and material prices as a result of political changes, a lack of technical staff, the length of the project period, mismatch designs with execution works on site, and changes in order. was the most significant factor. According to the findings of previous research, few thorough studies have investigated the factors that lead to cost overruns in building projects in Iraq. Table\u0026nbsp;\u003cspan refid=\"Tab2\" class=\"InternalRef\"\u003e2\u003c/span\u003e shows that studies cause time and cost to overrun in Iraq.\u003c/p\u003e\u003cp\u003e\u003cdiv class=\"gridtable\"\u003e\u003ctable float=\"Yes\" id=\"Tab2\" border=\"1\"\u003e\u003ccaption language=\"En\"\u003e\u003cdiv class=\"CaptionNumber\"\u003eTable 2\u003c/div\u003e\u003cdiv class=\"CaptionContent\"\u003e\u003cp\u003eCauses, costs and time spent in Iraq\u003c/p\u003e\u003c/div\u003e\u003c/caption\u003e\u003ccolgroup cols=\"6\"\u003e\u003cdiv align=\"left\" class=\"colspec\" colname=\"c1\" colnum=\"1\"\u003e\u003c/div\u003e\u003cdiv align=\"left\" class=\"colspec\" colname=\"c2\" colnum=\"2\"\u003e\u003c/div\u003e\u003cdiv align=\"char\" char=\".\" class=\"colspec\" colname=\"c3\" colnum=\"3\"\u003e\u003c/div\u003e\u003cdiv align=\"left\" class=\"colspec\" colname=\"c4\" colnum=\"4\"\u003e\u003c/div\u003e\u003cdiv align=\"left\" class=\"colspec\" colname=\"c5\" colnum=\"5\"\u003e\u003c/div\u003e\u003cdiv align=\"left\" class=\"colspec\" colname=\"c6\" colnum=\"6\"\u003e\u003c/div\u003e\u003cthead\u003e\u003ctr\u003e\u003cth align=\"left\" colname=\"c1\"\u003e\u003cp\u003en\u003c/p\u003e\u003c/th\u003e\u003cth align=\"left\" colname=\"c2\"\u003e\u003cp\u003eAuthors\u003c/p\u003e\u003c/th\u003e\u003cth align=\"left\" colname=\"c3\"\u003e\u003cp\u003eYear of publish\u003c/p\u003e\u003c/th\u003e\u003cth align=\"left\" colname=\"c4\"\u003e\u003cp\u003eCause of time\u003c/p\u003e\u003c/th\u003e\u003cth align=\"left\" colname=\"c5\"\u003e\u003cp\u003eCause of cost\u003c/p\u003e\u003c/th\u003e\u003cth align=\"left\" colname=\"c6\"\u003e\u003cp\u003eType of projectstudy\u003c/p\u003e\u003c/th\u003e\u003c/tr\u003e\u003c/thead\u003e\u003ctbody\u003e\u003ctr\u003e\u003ctd align=\"left\" colname=\"c1\"\u003e\u003cp\u003e1\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c2\"\u003e\u003cp\u003eGhanim A. Bekr[\u003cspan citationid=\"CR29\" class=\"CitationRef\"\u003e29\u003c/span\u003e]\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"char\" char=\".\" colname=\"c3\"\u003e\u003cp\u003e2015\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c4\"\u003e\u003cp\u003esecurity measures, government change of regulations and bureaucracy, official and nonofficial holidays, low performance of lowest bidder contractors in the government tendering system, design and changes by owner, design changes by consultants, delay in progress payments by the owner, problems with local community, owner\u0026rsquo;s lack of experience in construction and economic local and global conditions\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c5\"\u003e\u0026nbsp;\u003c/td\u003e\u003ctd align=\"left\" colname=\"c6\"\u003e\u003cp\u003epublic projects\u003c/p\u003e\u003c/td\u003e\u003c/tr\u003e\u003ctr\u003e\u003ctd align=\"left\" colname=\"c1\"\u003e\u003cp\u003e2\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c2\"\u003e\u003cp\u003eI.Z. Hadi \u0026amp;T.A. Khaleel[\u003cspan citationid=\"CR31\" class=\"CitationRef\"\u003e31\u003c/span\u003e]\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"char\" char=\".\" colname=\"c3\"\u003e\u003cp\u003e2017\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c4\"\u003e\u003cp\u003echange in economic condition and Company's lack of experience\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c5\"\u003e\u0026nbsp;\u003c/td\u003e\u003ctd align=\"left\" colname=\"c6\"\u003e\u003cp\u003eConstruction project\u003c/p\u003e\u003c/td\u003e\u003c/tr\u003e\u003ctr\u003e\u003ctd align=\"left\" colname=\"c1\"\u003e\u003cp\u003e3\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c2\"\u003e\u003cp\u003eAlireza Rezaei, Saeed Jalal[\u003cspan citationid=\"CR32\" class=\"CitationRef\"\u003e32\u003c/span\u003e]\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"char\" char=\".\" colname=\"c3\"\u003e\u003cp\u003e2018\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c4\"\u003e\u003cp\u003esecurity measures\u0026rdquo;, \u0026ldquo;high number of subcontracts by the same contractor\u0026rdquo;, and \u0026ldquo;poor labor productivity\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c5\"\u003e\u003cp\u003einadequate labor and skill availability\u0026rdquo;, \u0026ldquo;inappropriate contractor policies\u0026rdquo;, and \u0026ldquo;domination of construction industry by foreign firm and aids\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c6\"\u003e\u0026nbsp;\u003c/td\u003e\u003c/tr\u003e\u003ctr\u003e\u003ctd align=\"left\" colname=\"c1\"\u003e\u003cp\u003e4\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c2\"\u003e\u003cp\u003eLayth T. Ali, Raid S. Abid Ali b, Zeyad S. M. Khaled\u003c/p\u003e\u003cp\u003e[\u003cspan citationid=\"CR27\" class=\"CitationRef\"\u003e27\u003c/span\u003e]\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"char\" char=\".\" colname=\"c3\"\u003e\u003cp\u003e2020\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c4\"\u003e\u003cp\u003elabor productivity, subcontractors and suppliers performance, equipment productivity, site organization and distribution of equipment, experience and training of project managers, scheduling and control techniques, planning for materials supply, planning for equipment supply, materials delivery and planning for skilled labor recruitment\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c5\"\u003e\u0026nbsp;\u003c/td\u003e\u003ctd align=\"left\" colname=\"c6\"\u003e\u003cp\u003eConstruction projects\u003c/p\u003e\u003c/td\u003e\u003c/tr\u003e\u003ctr\u003e\u003ctd align=\"left\" colname=\"c1\"\u003e\u0026nbsp;\u003c/td\u003e\u003ctd align=\"left\" colname=\"c2\"\u003e\u003cp\u003eAhmed Kamil Al Kulabi and Huda M. Jawad Atiea[\u003cspan citationid=\"CR33\" class=\"CitationRef\"\u003e33\u003c/span\u003e]\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"char\" char=\".\" colname=\"c3\"\u003e\u003cp\u003e2022\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c4\"\u003e\u003cp\u003eGlobal and local economic crises, bureaucracy and corruption,\u003c/p\u003e\u003cp\u003epublic holidays, delay in getting governmental permits, and\u003c/p\u003e\u003cp\u003eissuing numerous change orders by owners, inaccuracy of tendering process, technical performance management ,and government interferences\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c5\"\u003e\u0026nbsp;\u003c/td\u003e\u003ctd align=\"left\" colname=\"c6\"\u003e\u003cp\u003eConstruction projects\u003c/p\u003e\u003c/td\u003e\u003c/tr\u003e\u003ctr\u003e\u003ctd align=\"left\" colname=\"c1\"\u003e\u0026nbsp;\u003c/td\u003e\u003ctd align=\"left\" colname=\"c2\"\u003e\u003cp\u003eNagham Nawar Abbas \u0026amp; Abbas M. Burhan [\u003cspan citationid=\"CR34\" class=\"CitationRef\"\u003e34\u003c/span\u003e]\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"char\" char=\".\" colname=\"c3\"\u003e\u003cp\u003e2022\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c4\"\u003e\u0026nbsp;\u003c/td\u003e\u003ctd align=\"left\" colname=\"c5\"\u003e\u003cp\u003eweakness in keeping up with the use of modern\u003c/p\u003e\u003cp\u003econcepts methods and technologies, the delay in receiving the\u003c/p\u003e\u003cp\u003eamounts due for work done from the owner, fluctuations in\u003c/p\u003e\u003cp\u003emarket prices, the lack of knowledge and the inefficient use of\u003c/p\u003e\u003cp\u003ecurrentlyavailable tools and technology, and the security\u003c/p\u003e\u003cp\u003esituation in the country\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c6\"\u003e\u003cp\u003eConstruction projects\u003c/p\u003e\u003c/td\u003e\u003c/tr\u003e\u003ctr\u003e\u003ctd align=\"left\" colname=\"c1\"\u003e\u0026nbsp;\u003c/td\u003e\u003ctd align=\"left\" colname=\"c2\"\u003e\u003cp\u003eAlani \u0026amp; Mahmoud\u003c/p\u003e\u003cp\u003e[\u003cspan citationid=\"CR29\" class=\"CitationRef\"\u003e29\u003c/span\u003e]\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"char\" char=\".\" colname=\"c3\"\u003e\u003cp\u003e2023\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c4\"\u003e\u0026nbsp;\u003c/td\u003e\u003ctd align=\"left\" colname=\"c5\"\u003e\u003cp\u003epoor management,\u003c/p\u003e\u003cp\u003enationality of\u003c/p\u003e\u003cp\u003eworkers, materials damaged during storage, bad materials storing,\u003c/p\u003e\u003cp\u003eunskilled labor, material prices inflation\u003c/p\u003e\u003cp\u003e,inexperience staff, length of the project period,\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c6\"\u003e\u003cp\u003eConstruction project\u003c/p\u003e\u003c/td\u003e\u003c/tr\u003e\u003ctr\u003e\u003ctd align=\"left\" colname=\"c1\"\u003e\u0026nbsp;\u003c/td\u003e\u003ctd align=\"left\" colname=\"c2\"\u003e\u003cp\u003eSafaa Adnan Mohammed\u0026amp; Afrah Hasan[\u003cspan citationid=\"CR28\" class=\"CitationRef\"\u003e28\u003c/span\u003e]\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"char\" char=\".\" colname=\"c3\"\u003e\u003cp\u003e2024\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c4\"\u003e\u0026nbsp;\u003c/td\u003e\u003ctd align=\"left\" colname=\"c5\"\u003e\u003cp\u003epoor planning,\u003c/p\u003e\u003cp\u003econtracting financial difficulties, poor site management, poor project\u003c/p\u003e\u003cp\u003emanagement/poor cost control, and inaccurate cost estimate\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c6\"\u003e\u003cp\u003eConstruction project\u003c/p\u003e\u003c/td\u003e\u003c/tr\u003e\u003c/tbody\u003e\u003c/colgroup\u003e\u003c/table\u003e\u003c/div\u003e\u003c/p\u003e\u003c/div\u003e"},{"header":"2. Methodology","content":"\u003cp\u003eThis research used a mixed-methods approach, integrating qualitative and quantitative methodologies to investigate the factors contributing to schedule and cost overruns in infrastructure construction projects in Iraq. The study approach involved four consecutive stages: (1) literature review, (2) expert interviews, (3) questionnaire survey, and (4) statistical analysis by using factor analysis methods and regression method.\u0026nbsp;\u003c/p\u003e\n\u003cp\u003e2.1. Literature Review:\u003c/p\u003e\n\u003cp\u003eA comprehensive analysis of previous research was performed to ascertain the prevalent causes of delays and cost overruns in building projects worldwide and, specifically, in developing nations. An initial compilation of 37 major reasons for time and expense overruns was derived from this assessment and classified into financial, managerial, technical, environmental, and regulatory categories.\u0026nbsp;\u003c/p\u003e\n\u003cp\u003e2.2. Expert Interviews\u003c/p\u003e\n\u003cp\u003eA comprehensive analysis of previous research was performed to ascertain the prevalent causes of delays and cost overruns in building projects worldwide and, specifically, in developing nations. An initial compilation of 37 probable reasons for time and expense overruns was derived from this assessment formulated and pilot-tested with five academic 10 years of field experience and industry specialists for content reliability and validity \u0026nbsp;\u003c/p\u003e\n\u003cp\u003e2.3. Questionnaire Survey\u003c/p\u003e\n\u003cp\u003eThe questionnaire derived from the finalized list of 37 reasons was sent to stakeholders involved in 45 ongoing infrastructure building projects in Iraq. Of the 150 questionnaires distributed a total of 120 respondents comprising project managers, designers, site engineers, engineers, and consultants, provided legitimate replies. Participants were asked to evaluate the importance of each item of the causes using a 5-point Likert scale (1 = not important to 5 = highly important).\u0026nbsp;\u003c/p\u003e\n\u003cp\u003e2.4. Data\u0026nbsp;analysis\u003c/p\u003e\n\u003cp\u003eThe replies were evaluated with the\u0026nbsp;relative importance index\u0026nbsp;(RII) to\u0026nbsp;determine the importance of each factor. Factor analysis (principal component analysis with varimax\u0026nbsp;rotation) was used to categorize the 37 causes into overarching thematic groups. Multiple\u0026nbsp;linear regression analysis was subsequently\u0026nbsp;conducted to\u0026nbsp;analyze\u0026nbsp;the\u0026nbsp;associations\u0026nbsp;between important predictor factors (schedule modification, site condition) and dependent outcomes (cost overrun, time overrun).\u0026nbsp;p \u0026lt; 0.05 indicated statistical significance.\u003c/p\u003e\n\u003ch3\u003e2.1.2. Ranking causes of time and cost overrun\u003c/h3\u003e\n\u003cp\u003eThe analysis of descriptive statistics is a tool\u0026nbsp;for\u0026nbsp;ranking time and cost reasons,\u0026nbsp;and\u0026nbsp;the results\u0026nbsp;are\u0026nbsp;shown in Table 3. These results\u0026nbsp;apply to\u0026nbsp;all\u0026nbsp;the\u0026nbsp;variables under investigation. The ranked causes of delay were divided into 5\u0026nbsp;parts according\u0026nbsp;to the five-point Likert\u0026nbsp;scale\u0026nbsp;(1 = not important to 5 = highly important). The outcomes concluded that the process of funding by the client is the most important cause of time and cost overrun in construction projects. It has the highest mean of 3.8 (ranks 1). The second cause was\u0026nbsp;financing\u0026nbsp;related to a contractor,\u0026nbsp;for\u0026nbsp;which\u0026nbsp;the\u0026nbsp;mean\u0026nbsp;was\u0026nbsp;3.69\u0026nbsp;(rank 2). The third cause was inadequate site (rank\u0026nbsp;3),\u0026nbsp;with a mean of 3.68.\u003c/p\u003e\n\u003cp\u003eRelative Importance Index (RII)\u003c/p\u003e\n\u003cp\u003eRII = \u0026Sigma;(W) / (A \u0026times; N)\u003c/p\u003e\n\u003cp\u003eWhere:\u003c/p\u003e\n\u003cp\u003e\u0026nbsp;W = weight assigned to each item by respondents\u003c/p\u003e\n\u003cp\u003eA = maximum score (5)\u003c/p\u003e\n\u003cp\u003eN = total number of respondents \u0026nbsp;\u003c/p\u003e\n\u003cp\u003eTable 3: Ranking of the top ten reasons for time and cost overrun\u003c/p\u003e\n\u003cdiv align=\"\"\u003e\n \u003ctable border=\"1\" cellspacing=\"0\" cellpadding=\"0\"\u003e\n \u003ctbody\u003e\n \u003ctr\u003e\n \u003ctd valign=\"top\" style=\"width: 154px;\"\u003e\n \u003cp\u003ecauses\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd valign=\"top\" style=\"width: 57px;\"\u003e\n \u003cp\u003eM\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd valign=\"top\" style=\"width: 57px;\"\u003e\n \u003cp\u003eS.D\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd valign=\"top\" style=\"width: 71px;\"\u003e\n \u003cp\u003eRANK\u003c/p\u003e\n \u003c/td\u003e\n \u003c/tr\u003e\n \u003ctr\u003e\n \u003ctd valign=\"top\" style=\"width: 154px;\"\u003e\n \u003cp\u003eProcess funding by client\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd valign=\"top\" style=\"width: 57px;\"\u003e\n \u003cp\u003e3.80\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd valign=\"top\" style=\"width: 57px;\"\u003e\n \u003cp\u003e1.485\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd valign=\"top\" style=\"width: 71px;\"\u003e\n \u003cp\u003e1\u003c/p\u003e\n \u003c/td\u003e\n \u003c/tr\u003e\n \u003ctr\u003e\n \u003ctd valign=\"top\" style=\"width: 154px;\"\u003e\n \u003cp\u003eFinance related contractor\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd valign=\"top\" style=\"width: 57px;\"\u003e\n \u003cp\u003e3.69\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd valign=\"top\" style=\"width: 57px;\"\u003e\n \u003cp\u003e1.44\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd valign=\"top\" style=\"width: 71px;\"\u003e\n \u003cp\u003e2\u003c/p\u003e\n \u003c/td\u003e\n \u003c/tr\u003e\n \u003ctr\u003e\n \u003ctd valign=\"top\" style=\"width: 154px;\"\u003e\n \u003cp\u003eInadequate Site\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd valign=\"top\" style=\"width: 57px;\"\u003e\n \u003cp\u003e3.68\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd valign=\"top\" style=\"width: 57px;\"\u003e\n \u003cp\u003e1.28\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd valign=\"top\" style=\"width: 71px;\"\u003e\n \u003cp\u003e3\u003c/p\u003e\n \u003c/td\u003e\n \u003c/tr\u003e\n \u003ctr\u003e\n \u003ctd valign=\"top\" style=\"width: 154px;\"\u003e\n \u003cp\u003eDesign changes\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd valign=\"top\" style=\"width: 57px;\"\u003e\n \u003cp\u003e3.66\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd valign=\"top\" style=\"width: 57px;\"\u003e\n \u003cp\u003e1.29\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd valign=\"top\" style=\"width: 71px;\"\u003e\n \u003cp\u003e4\u003c/p\u003e\n \u003c/td\u003e\n \u003c/tr\u003e\n \u003ctr\u003e\n \u003ctd valign=\"top\" style=\"width: 154px;\"\u003e\n \u003cp\u003eReferring the Project to the lowest price\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd valign=\"top\" style=\"width: 57px;\"\u003e\n \u003cp\u003e3.63\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd valign=\"top\" style=\"width: 57px;\"\u003e\n \u003cp\u003e1.27\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd valign=\"top\" style=\"width: 71px;\"\u003e\n \u003cp\u003e5\u003c/p\u003e\n \u003c/td\u003e\n \u003c/tr\u003e\n \u003ctr\u003e\n \u003ctd valign=\"top\" style=\"width: 154px;\"\u003e\n \u003cp\u003eGlobal financial crisis\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd valign=\"top\" style=\"width: 57px;\"\u003e\n \u003cp\u003e3.61\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd valign=\"top\" style=\"width: 57px;\"\u003e\n \u003cp\u003e1.30\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd valign=\"top\" style=\"width: 71px;\"\u003e\n \u003cp\u003e6\u003c/p\u003e\n \u003c/td\u003e\n \u003c/tr\u003e\n \u003ctr\u003e\n \u003ctd valign=\"top\" style=\"width: 154px;\"\u003e\n \u003cp\u003eLate release budget\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd valign=\"top\" style=\"width: 57px;\"\u003e\n \u003cp\u003e3.58\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd valign=\"top\" style=\"width: 57px;\"\u003e\n \u003cp\u003e1.32\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd valign=\"top\" style=\"width: 71px;\"\u003e\n \u003cp\u003e7\u003c/p\u003e\n \u003c/td\u003e\n \u003c/tr\u003e\n \u003ctr\u003e\n \u003ctd valign=\"top\" style=\"width: 154px;\"\u003e\n \u003cp\u003eChange ground level\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd valign=\"top\" style=\"width: 57px;\"\u003e\n \u003cp\u003e3.55\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd valign=\"top\" style=\"width: 57px;\"\u003e\n \u003cp\u003e1.36\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd valign=\"top\" style=\"width: 71px;\"\u003e\n \u003cp\u003e8\u003c/p\u003e\n \u003c/td\u003e\n \u003c/tr\u003e\n \u003ctr\u003e\n \u003ctd valign=\"top\" style=\"width: 154px;\"\u003e\n \u003cp\u003eUnforeseen foundation condition faced in the site\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd valign=\"top\" style=\"width: 57px;\"\u003e\n \u003cp\u003e3.54\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd valign=\"top\" style=\"width: 57px;\"\u003e\n \u003cp\u003e1.30\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd valign=\"top\" style=\"width: 71px;\"\u003e\n \u003cp\u003e9\u003c/p\u003e\n \u003c/td\u003e\n \u003c/tr\u003e\n \u003ctr\u003e\n \u003ctd valign=\"top\" style=\"width: 154px;\"\u003e\n \u003cp\u003eOrder change during the construction process\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd valign=\"top\" style=\"width: 57px;\"\u003e\n \u003cp\u003e3.52\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd valign=\"top\" style=\"width: 57px;\"\u003e\n \u003cp\u003e1.36\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd valign=\"top\" style=\"width: 71px;\"\u003e\n \u003cp\u003e10\u003c/p\u003e\n \u003c/td\u003e\n \u003c/tr\u003e\n \u003c/tbody\u003e\n \u003c/table\u003e\n\u003c/div\u003e\n\u003cp\u003eTable 3 shows that the top ten highest causes are delay process funding by client 3.8, finance-related contractor 3.69, segmentation of project finance 3.66 This underscores the vital importance of prompt and regular money distribution by customers in preserving the project schedule and financial performance. \u0026nbsp; Deferred payments may result in delayed procurement, interrupted site operations, and reduced contractor liquidity, consequently intensifying project inefficiencies. inadequate site 3.68, \u0026nbsp; \u0026nbsp;highlighting Significance of appropriate site selection, preparation, and logistical planning. \u0026nbsp;Factors such as restricted access, inadequate storage capacity, or environmental limitations may substantially impede productivity. design changes by designer 3.63, change in building ground level by client 3.54 and unforeseen foundation conditions faced at site 3.52. Prevalent factors contributing to time and expense overruns include necessitating rework, acquiring supplementary supplies, and altering construction sequences. \u0026nbsp; These challenges often indicate deficient preliminary planning, changing customer demands, or poor stakeholder collaboration. referring the project to the lowest price 3.61 illustrates the challenges of giving contracts mostly based on cost rather than technical proficiency or resource ability. \u0026nbsp;Although cost-based selection may minimize early costs, it often leads to the engagement of less competent contractors, hence increasing the risk of subpar performance., global financial crisis 3.58 indicates the impact of macroeconomic variables on project performance, especially in nations where currency volatility and inflation may abruptly alter import cost and operating expenses. , late release budget 3.55, reflect how policy choices and scope revisions impair project progress. The average ratings are notably elevated across the top 10 categories, suggesting that stakeholders see a wide array of reasons as significant rather than singular.\u003c/p\u003e\n\u003cp\u003eThis aligns with the findings of previous studies in poor environments, where insufficient project funding disrupts cash flow, slows procurement, and impedes resource mobilization a study in Ethiopia [25]\u0026nbsp;revealed\u0026nbsp;that\u0026nbsp;the\u0026nbsp;significant factors causing a delay in building construction are difficulty in the financial system, delay in making decisions, lake issuance of design and drawing, poor site management and\u0026nbsp;complex\u0026nbsp;design.\u003c/p\u003e\n\u003ch3\u003e2.1.3. The factor analysis structure among the groups.\u003c/h3\u003e\n\u003cp\u003eFactor analysis was used to define the factor structure among 37 items related to the causes of time and cost overrun in construction projects.The causes included 37 items, from which nine groups were extracted for each variable. Eigenvalues above one initial communality were more than 0.3, indicating that the variables were appropriate according to the factor solution shown in Table 4; the nine items were categorized. The results of the rotated component matrix for all 37 items revealed nine groups with eigenvalues greater than (1). The KMO (Kaiser-Meyer-Olkin) was 0.737, above the suggested value of 0,6 [25] revealed the of sampling adequacy and also Bartlett\u0026rsquo;s test of sphericity was significant (X^2 = 4807.476, p \u0026lt;0.05). \u0026nbsp;That refers to the matrix is identity and have a relationship between factors that grouped in to nine categaries . The eigenvalues and total variance are explained by the nine groups, as shown in Table 4.\u003c/p\u003e\n\u003cp\u003eTable 4:\u0026nbsp;Factor Loadings-Based Principal Component Analysis with Varimax Rotation for 37 Items Related\u0026nbsp;to Group Causes of Time and Cost Overrun.\u003c/p\u003e\n\u003cdiv align=\"\"\u003e\n \u003ctable border=\"1\" cellspacing=\"0\" cellpadding=\"0\"\u003e\n \u003ctbody\u003e\n \u003ctr\u003e\n \u003ctd valign=\"top\" style=\"width: 83px;\"\u003e\n \u003cp\u003eitem\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd valign=\"top\" style=\"width: 28px;\"\u003e\n \u003cp\u003e1\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd valign=\"top\" style=\"width: 28px;\"\u003e\n \u003cp\u003e2\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd valign=\"top\" style=\"width: 28px;\"\u003e\n \u003cp\u003e3\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd valign=\"top\" style=\"width: 28px;\"\u003e\n \u003cp\u003e4\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd valign=\"top\" style=\"width: 28px;\"\u003e\n \u003cp\u003e5\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd valign=\"top\" style=\"width: 28px;\"\u003e\n \u003cp\u003e6\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd valign=\"top\" style=\"width: 30px;\"\u003e\n \u003cp\u003e7\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd valign=\"top\" style=\"width: 28px;\"\u003e\n \u003cp\u003e8\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd valign=\"top\" style=\"width: 28px;\"\u003e\n \u003cp\u003e9\u003c/p\u003e\n \u003c/td\u003e\n \u003c/tr\u003e\n \u003ctr\u003e\n \u003ctd valign=\"top\" style=\"width: 83px;\"\u003e\n \u003cp\u003eMaterials supply\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd valign=\"top\" style=\"width: 28px;\"\u003e\n \u003cp\u003e.97\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd valign=\"top\" style=\"width: 28px;\"\u003e\n \u003cp\u003e\u0026nbsp;\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd valign=\"top\" style=\"width: 28px;\"\u003e\n \u003cp\u003e\u0026nbsp;\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd valign=\"top\" style=\"width: 28px;\"\u003e\n \u003cp\u003e\u0026nbsp;\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd valign=\"top\" style=\"width: 28px;\"\u003e\n \u003cp\u003e\u0026nbsp;\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd valign=\"top\" style=\"width: 28px;\"\u003e\n \u003cp\u003e\u0026nbsp;\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd valign=\"top\" style=\"width: 30px;\"\u003e\n \u003cp\u003e\u0026nbsp;\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd valign=\"top\" style=\"width: 28px;\"\u003e\n \u003cp\u003e\u0026nbsp;\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd valign=\"top\" style=\"width: 28px;\"\u003e\n \u003cp\u003e\u0026nbsp;\u003c/p\u003e\n \u003c/td\u003e\n \u003c/tr\u003e\n \u003ctr\u003e\n \u003ctd valign=\"top\" style=\"width: 83px;\"\u003e\n \u003cp\u003ematerial quality\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd valign=\"top\" style=\"width: 28px;\"\u003e\n \u003cp\u003e.97\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd valign=\"top\" style=\"width: 28px;\"\u003e\n \u003cp\u003e\u0026nbsp;\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd valign=\"top\" style=\"width: 28px;\"\u003e\n \u003cp\u003e\u0026nbsp;\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd valign=\"top\" style=\"width: 28px;\"\u003e\n \u003cp\u003e\u0026nbsp;\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd valign=\"top\" style=\"width: 28px;\"\u003e\n \u003cp\u003e\u0026nbsp;\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd valign=\"top\" style=\"width: 28px;\"\u003e\n \u003cp\u003e\u0026nbsp;\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd valign=\"top\" style=\"width: 30px;\"\u003e\n \u003cp\u003e\u0026nbsp;\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd valign=\"top\" style=\"width: 28px;\"\u003e\n \u003cp\u003e\u0026nbsp;\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd valign=\"top\" style=\"width: 28px;\"\u003e\n \u003cp\u003e\u0026nbsp;\u003c/p\u003e\n \u003c/td\u003e\n \u003c/tr\u003e\n \u003ctr\u003e\n \u003ctd valign=\"top\" style=\"width: 83px;\"\u003e\n \u003cp\u003especifications of material\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd valign=\"top\" style=\"width: 28px;\"\u003e\n \u003cp\u003e.97\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd valign=\"top\" style=\"width: 28px;\"\u003e\n \u003cp\u003e\u0026nbsp;\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd valign=\"top\" style=\"width: 28px;\"\u003e\n \u003cp\u003e\u0026nbsp;\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd valign=\"top\" style=\"width: 28px;\"\u003e\n \u003cp\u003e\u0026nbsp;\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd valign=\"top\" style=\"width: 28px;\"\u003e\n \u003cp\u003e\u0026nbsp;\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd valign=\"top\" style=\"width: 28px;\"\u003e\n \u003cp\u003e\u0026nbsp;\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd valign=\"top\" style=\"width: 30px;\"\u003e\n \u003cp\u003e\u0026nbsp;\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd valign=\"top\" style=\"width: 28px;\"\u003e\n \u003cp\u003e\u0026nbsp;\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd valign=\"top\" style=\"width: 28px;\"\u003e\n \u003cp\u003e\u0026nbsp;\u003c/p\u003e\n \u003c/td\u003e\n \u003c/tr\u003e\n \u003ctr\u003e\n \u003ctd valign=\"top\" style=\"width: 83px;\"\u003e\n \u003cp\u003eLate testing material\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd valign=\"top\" style=\"width: 28px;\"\u003e\n \u003cp\u003e.97\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd valign=\"top\" style=\"width: 28px;\"\u003e\n \u003cp\u003e\u0026nbsp;\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd valign=\"top\" style=\"width: 28px;\"\u003e\n \u003cp\u003e\u0026nbsp;\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd valign=\"top\" style=\"width: 28px;\"\u003e\n \u003cp\u003e\u0026nbsp;\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd valign=\"top\" style=\"width: 28px;\"\u003e\n \u003cp\u003e\u0026nbsp;\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd valign=\"top\" style=\"width: 28px;\"\u003e\n \u003cp\u003e\u0026nbsp;\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd valign=\"top\" style=\"width: 30px;\"\u003e\n \u003cp\u003e\u0026nbsp;\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd valign=\"top\" style=\"width: 28px;\"\u003e\n \u003cp\u003e\u0026nbsp;\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd valign=\"top\" style=\"width: 28px;\"\u003e\n \u003cp\u003e\u0026nbsp;\u003c/p\u003e\n \u003c/td\u003e\n \u003c/tr\u003e\n \u003ctr\u003e\n \u003ctd valign=\"top\" style=\"width: 83px;\"\u003e\n \u003cp\u003eMaterial quantity\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd valign=\"top\" style=\"width: 28px;\"\u003e\n \u003cp\u003e.97\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd valign=\"top\" style=\"width: 28px;\"\u003e\n \u003cp\u003e\u0026nbsp;\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd valign=\"top\" style=\"width: 28px;\"\u003e\n \u003cp\u003e\u0026nbsp;\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd valign=\"top\" style=\"width: 28px;\"\u003e\n \u003cp\u003e\u0026nbsp;\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd valign=\"top\" style=\"width: 28px;\"\u003e\n \u003cp\u003e\u0026nbsp;\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd valign=\"top\" style=\"width: 28px;\"\u003e\n \u003cp\u003e\u0026nbsp;\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd valign=\"top\" style=\"width: 30px;\"\u003e\n \u003cp\u003e\u0026nbsp;\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd valign=\"top\" style=\"width: 28px;\"\u003e\n \u003cp\u003e\u0026nbsp;\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd valign=\"top\" style=\"width: 28px;\"\u003e\n \u003cp\u003e\u0026nbsp;\u003c/p\u003e\n \u003c/td\u003e\n \u003c/tr\u003e\n \u003ctr\u003e\n \u003ctd valign=\"top\" style=\"width: 83px;\"\u003e\n \u003cp\u003eMaterial availability\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd valign=\"top\" style=\"width: 28px;\"\u003e\n \u003cp\u003e.97\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd valign=\"top\" style=\"width: 28px;\"\u003e\n \u003cp\u003e\u0026nbsp;\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd valign=\"top\" style=\"width: 28px;\"\u003e\n \u003cp\u003e\u0026nbsp;\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd valign=\"top\" style=\"width: 28px;\"\u003e\n \u003cp\u003e\u0026nbsp;\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd valign=\"top\" style=\"width: 28px;\"\u003e\n \u003cp\u003e\u0026nbsp;\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd valign=\"top\" style=\"width: 28px;\"\u003e\n \u003cp\u003e\u0026nbsp;\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd valign=\"top\" style=\"width: 30px;\"\u003e\n \u003cp\u003e\u0026nbsp;\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd valign=\"top\" style=\"width: 28px;\"\u003e\n \u003cp\u003e\u0026nbsp;\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd valign=\"top\" style=\"width: 28px;\"\u003e\n \u003cp\u003e\u0026nbsp;\u003c/p\u003e\n \u003c/td\u003e\n \u003c/tr\u003e\n \u003ctr\u003e\n \u003ctd valign=\"top\" style=\"width: 83px;\"\u003e\n \u003cp\u003eMaterial shortage\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd valign=\"top\" style=\"width: 28px;\"\u003e\n \u003cp\u003e.97\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd valign=\"top\" style=\"width: 28px;\"\u003e\n \u003cp\u003e\u0026nbsp;\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd valign=\"top\" style=\"width: 28px;\"\u003e\n \u003cp\u003e\u0026nbsp;\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd valign=\"top\" style=\"width: 28px;\"\u003e\n \u003cp\u003e\u0026nbsp;\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd valign=\"top\" style=\"width: 28px;\"\u003e\n \u003cp\u003e\u0026nbsp;\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd valign=\"top\" style=\"width: 28px;\"\u003e\n \u003cp\u003e\u0026nbsp;\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd valign=\"top\" style=\"width: 30px;\"\u003e\n \u003cp\u003e\u0026nbsp;\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd valign=\"top\" style=\"width: 28px;\"\u003e\n \u003cp\u003e\u0026nbsp;\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd valign=\"top\" style=\"width: 28px;\"\u003e\n \u003cp\u003e\u0026nbsp;\u003c/p\u003e\n \u003c/td\u003e\n \u003c/tr\u003e\n \u003ctr\u003e\n \u003ctd valign=\"top\" style=\"width: 83px;\"\u003e\n \u003cp\u003eMaterials monopoly\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd valign=\"top\" style=\"width: 28px;\"\u003e\n \u003cp\u003e.86\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd valign=\"top\" style=\"width: 28px;\"\u003e\n \u003cp\u003e\u0026nbsp;\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd valign=\"top\" style=\"width: 28px;\"\u003e\n \u003cp\u003e\u0026nbsp;\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd valign=\"top\" style=\"width: 28px;\"\u003e\n \u003cp\u003e\u0026nbsp;\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd valign=\"top\" style=\"width: 28px;\"\u003e\n \u003cp\u003e\u0026nbsp;\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd valign=\"top\" style=\"width: 28px;\"\u003e\n \u003cp\u003e\u0026nbsp;\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd valign=\"top\" style=\"width: 30px;\"\u003e\n \u003cp\u003e\u0026nbsp;\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd valign=\"top\" style=\"width: 28px;\"\u003e\n \u003cp\u003e\u0026nbsp;\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd valign=\"top\" style=\"width: 28px;\"\u003e\n \u003cp\u003e\u0026nbsp;\u003c/p\u003e\n \u003c/td\u003e\n \u003c/tr\u003e\n \u003ctr\u003e\n \u003ctd valign=\"top\" style=\"width: 83px;\"\u003e\n \u003cp\u003eMaterial waste\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd valign=\"top\" style=\"width: 28px;\"\u003e\n \u003cp\u003e.86\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd valign=\"top\" style=\"width: 28px;\"\u003e\n \u003cp\u003e\u0026nbsp;\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd valign=\"top\" style=\"width: 28px;\"\u003e\n \u003cp\u003e\u0026nbsp;\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd valign=\"top\" style=\"width: 28px;\"\u003e\n \u003cp\u003e\u0026nbsp;\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd valign=\"top\" style=\"width: 28px;\"\u003e\n \u003cp\u003e\u0026nbsp;\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd valign=\"top\" style=\"width: 28px;\"\u003e\n \u003cp\u003e\u0026nbsp;\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd valign=\"top\" style=\"width: 30px;\"\u003e\n \u003cp\u003e\u0026nbsp;\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd valign=\"top\" style=\"width: 28px;\"\u003e\n \u003cp\u003e\u0026nbsp;\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd valign=\"top\" style=\"width: 28px;\"\u003e\n \u003cp\u003e\u0026nbsp;\u003c/p\u003e\n \u003c/td\u003e\n \u003c/tr\u003e\n \u003ctr\u003e\n \u003ctd valign=\"top\" style=\"width: 83px;\"\u003e\n \u003cp\u003eMethod funding\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd valign=\"top\" style=\"width: 28px;\"\u003e\n \u003cp\u003e\u0026nbsp;\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd valign=\"top\" style=\"width: 28px;\"\u003e\n \u003cp\u003e.87\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd valign=\"top\" style=\"width: 28px;\"\u003e\n \u003cp\u003e\u0026nbsp;\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd valign=\"top\" style=\"width: 28px;\"\u003e\n \u003cp\u003e\u0026nbsp;\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd valign=\"top\" style=\"width: 28px;\"\u003e\n \u003cp\u003e\u0026nbsp;\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd valign=\"top\" style=\"width: 28px;\"\u003e\n \u003cp\u003e\u0026nbsp;\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd valign=\"top\" style=\"width: 30px;\"\u003e\n \u003cp\u003e\u0026nbsp;\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd valign=\"top\" style=\"width: 28px;\"\u003e\n \u003cp\u003e\u0026nbsp;\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd valign=\"top\" style=\"width: 28px;\"\u003e\n \u003cp\u003e\u0026nbsp;\u003c/p\u003e\n \u003c/td\u003e\n \u003c/tr\u003e\n \u003ctr\u003e\n \u003ctd valign=\"top\" style=\"width: 83px;\"\u003e\n \u003cp\u003eContract lowest price\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd valign=\"top\" style=\"width: 28px;\"\u003e\n \u003cp\u003e\u0026nbsp;\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd valign=\"top\" style=\"width: 28px;\"\u003e\n \u003cp\u003e.80\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd valign=\"top\" style=\"width: 28px;\"\u003e\n \u003cp\u003e\u0026nbsp;\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd valign=\"top\" style=\"width: 28px;\"\u003e\n \u003cp\u003e\u0026nbsp;\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd valign=\"top\" style=\"width: 28px;\"\u003e\n \u003cp\u003e\u0026nbsp;\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd valign=\"top\" style=\"width: 28px;\"\u003e\n \u003cp\u003e\u0026nbsp;\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd valign=\"top\" style=\"width: 30px;\"\u003e\n \u003cp\u003e\u0026nbsp;\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd valign=\"top\" style=\"width: 28px;\"\u003e\n \u003cp\u003e\u0026nbsp;\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd valign=\"top\" style=\"width: 28px;\"\u003e\n \u003cp\u003e\u0026nbsp;\u003c/p\u003e\n \u003c/td\u003e\n \u003c/tr\u003e\n \u003ctr\u003e\n \u003ctd valign=\"top\" style=\"width: 83px;\"\u003e\n \u003cp\u003eContractor finance\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd valign=\"top\" style=\"width: 28px;\"\u003e\n \u003cp\u003e\u0026nbsp;\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd valign=\"top\" style=\"width: 28px;\"\u003e\n \u003cp\u003e.78\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd valign=\"top\" style=\"width: 28px;\"\u003e\n \u003cp\u003e\u0026nbsp;\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd valign=\"top\" style=\"width: 28px;\"\u003e\n \u003cp\u003e\u0026nbsp;\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd valign=\"top\" style=\"width: 28px;\"\u003e\n \u003cp\u003e\u0026nbsp;\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd valign=\"top\" style=\"width: 28px;\"\u003e\n \u003cp\u003e\u0026nbsp;\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd valign=\"top\" style=\"width: 30px;\"\u003e\n \u003cp\u003e\u0026nbsp;\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd valign=\"top\" style=\"width: 28px;\"\u003e\n \u003cp\u003e\u0026nbsp;\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd valign=\"top\" style=\"width: 28px;\"\u003e\n \u003cp\u003e\u0026nbsp;\u003c/p\u003e\n \u003c/td\u003e\n \u003c/tr\u003e\n \u003ctr\u003e\n \u003ctd valign=\"top\" style=\"width: 83px;\"\u003e\n \u003cp\u003e\u0026nbsp;Release budget\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd valign=\"top\" style=\"width: 28px;\"\u003e\n \u003cp\u003e\u0026nbsp;\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd valign=\"top\" style=\"width: 28px;\"\u003e\n \u003cp\u003e.76\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd valign=\"top\" style=\"width: 28px;\"\u003e\n \u003cp\u003e\u0026nbsp;\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd valign=\"top\" style=\"width: 28px;\"\u003e\n \u003cp\u003e\u0026nbsp;\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd valign=\"top\" style=\"width: 28px;\"\u003e\n \u003cp\u003e\u0026nbsp;\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd valign=\"top\" style=\"width: 28px;\"\u003e\n \u003cp\u003e\u0026nbsp;\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd valign=\"top\" style=\"width: 30px;\"\u003e\n \u003cp\u003e\u0026nbsp;\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd valign=\"top\" style=\"width: 28px;\"\u003e\n \u003cp\u003e\u0026nbsp;\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd valign=\"top\" style=\"width: 28px;\"\u003e\n \u003cp\u003e\u0026nbsp;\u003c/p\u003e\n \u003c/td\u003e\n \u003c/tr\u003e\n \u003ctr\u003e\n \u003ctd valign=\"top\" style=\"width: 83px;\"\u003e\n \u003cp\u003eProcess funding\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd valign=\"top\" style=\"width: 28px;\"\u003e\n \u003cp\u003e\u0026nbsp;\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd valign=\"top\" style=\"width: 28px;\"\u003e\n \u003cp\u003e.57\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd valign=\"top\" style=\"width: 28px;\"\u003e\n \u003cp\u003e\u0026nbsp;\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd valign=\"top\" style=\"width: 28px;\"\u003e\n \u003cp\u003e\u0026nbsp;\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd valign=\"top\" style=\"width: 28px;\"\u003e\n \u003cp\u003e\u0026nbsp;\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd valign=\"top\" style=\"width: 28px;\"\u003e\n \u003cp\u003e\u0026nbsp;\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd valign=\"top\" style=\"width: 30px;\"\u003e\n \u003cp\u003e\u0026nbsp;\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd valign=\"top\" style=\"width: 28px;\"\u003e\n \u003cp\u003e\u0026nbsp;\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd valign=\"top\" style=\"width: 28px;\"\u003e\n \u003cp\u003e\u0026nbsp;\u003c/p\u003e\n \u003c/td\u003e\n \u003c/tr\u003e\n \u003ctr\u003e\n \u003ctd valign=\"top\" style=\"width: 83px;\"\u003e\n \u003cp\u003eLabor stimulation\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd valign=\"top\" style=\"width: 28px;\"\u003e\n \u003cp\u003e\u0026nbsp;\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd valign=\"top\" style=\"width: 28px;\"\u003e\n \u003cp\u003e\u0026nbsp;\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd valign=\"top\" style=\"width: 28px;\"\u003e\n \u003cp\u003e.97\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd valign=\"top\" style=\"width: 28px;\"\u003e\n \u003cp\u003e\u0026nbsp;\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd valign=\"top\" style=\"width: 28px;\"\u003e\n \u003cp\u003e\u0026nbsp;\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd valign=\"top\" style=\"width: 28px;\"\u003e\n \u003cp\u003e\u0026nbsp;\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd valign=\"top\" style=\"width: 30px;\"\u003e\n \u003cp\u003e\u0026nbsp;\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd valign=\"top\" style=\"width: 28px;\"\u003e\n \u003cp\u003e\u0026nbsp;\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd valign=\"top\" style=\"width: 28px;\"\u003e\n \u003cp\u003e\u0026nbsp;\u003c/p\u003e\n \u003c/td\u003e\n \u003c/tr\u003e\n \u003ctr\u003e\n \u003ctd valign=\"top\" style=\"width: 83px;\"\u003e\n \u003cp\u003eLabor accidents\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd valign=\"top\" style=\"width: 28px;\"\u003e\n \u003cp\u003e\u0026nbsp;\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd valign=\"top\" style=\"width: 28px;\"\u003e\n \u003cp\u003e\u0026nbsp;\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd valign=\"top\" style=\"width: 28px;\"\u003e\n \u003cp\u003e.97\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd valign=\"top\" style=\"width: 28px;\"\u003e\n \u003cp\u003e\u0026nbsp;\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd valign=\"top\" style=\"width: 28px;\"\u003e\n \u003cp\u003e\u0026nbsp;\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd valign=\"top\" style=\"width: 28px;\"\u003e\n \u003cp\u003e\u0026nbsp;\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd valign=\"top\" style=\"width: 30px;\"\u003e\n \u003cp\u003e\u0026nbsp;\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd valign=\"top\" style=\"width: 28px;\"\u003e\n \u003cp\u003e\u0026nbsp;\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd valign=\"top\" style=\"width: 28px;\"\u003e\n \u003cp\u003e\u0026nbsp;\u003c/p\u003e\n \u003c/td\u003e\n \u003c/tr\u003e\n \u003ctr\u003e\n \u003ctd valign=\"top\" style=\"width: 83px;\"\u003e\n \u003cp\u003eUnskilled workers\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd valign=\"top\" style=\"width: 28px;\"\u003e\n \u003cp\u003e\u0026nbsp;\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd valign=\"top\" style=\"width: 28px;\"\u003e\n \u003cp\u003e\u0026nbsp;\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd valign=\"top\" style=\"width: 28px;\"\u003e\n \u003cp\u003e.96\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd valign=\"top\" style=\"width: 28px;\"\u003e\n \u003cp\u003e\u0026nbsp;\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd valign=\"top\" style=\"width: 28px;\"\u003e\n \u003cp\u003e\u0026nbsp;\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd valign=\"top\" style=\"width: 28px;\"\u003e\n \u003cp\u003e\u0026nbsp;\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd valign=\"top\" style=\"width: 30px;\"\u003e\n \u003cp\u003e\u0026nbsp;\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd valign=\"top\" style=\"width: 28px;\"\u003e\n \u003cp\u003e\u0026nbsp;\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd valign=\"top\" style=\"width: 28px;\"\u003e\n \u003cp\u003e\u0026nbsp;\u003c/p\u003e\n \u003c/td\u003e\n \u003c/tr\u003e\n \u003ctr\u003e\n \u003ctd valign=\"top\" style=\"width: 83px;\"\u003e\n \u003cp\u003eLabor productivity\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd valign=\"top\" style=\"width: 28px;\"\u003e\n \u003cp\u003e\u0026nbsp;\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd valign=\"top\" style=\"width: 28px;\"\u003e\n \u003cp\u003e\u0026nbsp;\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd valign=\"top\" style=\"width: 28px;\"\u003e\n \u003cp\u003e.38\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd valign=\"top\" style=\"width: 28px;\"\u003e\n \u003cp\u003e\u0026nbsp;\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd valign=\"top\" style=\"width: 28px;\"\u003e\n \u003cp\u003e\u0026nbsp;\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd valign=\"top\" style=\"width: 28px;\"\u003e\n \u003cp\u003e\u0026nbsp;\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd valign=\"top\" style=\"width: 30px;\"\u003e\n \u003cp\u003e\u0026nbsp;\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd valign=\"top\" style=\"width: 28px;\"\u003e\n \u003cp\u003e\u0026nbsp;\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd valign=\"top\" style=\"width: 28px;\"\u003e\n \u003cp\u003e\u0026nbsp;\u003c/p\u003e\n \u003c/td\u003e\n \u003c/tr\u003e\n \u003ctr\u003e\n \u003ctd valign=\"top\" style=\"width: 83px;\"\u003e\n \u003cp\u003eQuarrel of workers\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd valign=\"top\" style=\"width: 28px;\"\u003e\n \u003cp\u003e\u0026nbsp;\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd valign=\"top\" style=\"width: 28px;\"\u003e\n \u003cp\u003e\u0026nbsp;\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd valign=\"top\" style=\"width: 28px;\"\u003e\n \u003cp\u003e.37\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd valign=\"top\" style=\"width: 28px;\"\u003e\n \u003cp\u003e\u0026nbsp;\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd valign=\"top\" style=\"width: 28px;\"\u003e\n \u003cp\u003e\u0026nbsp;\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd valign=\"top\" style=\"width: 28px;\"\u003e\n \u003cp\u003e\u0026nbsp;\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd valign=\"top\" style=\"width: 30px;\"\u003e\n \u003cp\u003e\u0026nbsp;\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd valign=\"top\" style=\"width: 28px;\"\u003e\n \u003cp\u003e\u0026nbsp;\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd valign=\"top\" style=\"width: 28px;\"\u003e\n \u003cp\u003e\u0026nbsp;\u003c/p\u003e\n \u003c/td\u003e\n \u003c/tr\u003e\n \u003ctr\u003e\n \u003ctd valign=\"top\" style=\"width: 83px;\"\u003e\n \u003cp\u003eReplacement soil\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd valign=\"top\" style=\"width: 28px;\"\u003e\n \u003cp\u003e\u0026nbsp;\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd valign=\"top\" style=\"width: 28px;\"\u003e\n \u003cp\u003e\u0026nbsp;\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd valign=\"top\" style=\"width: 28px;\"\u003e\n \u003cp\u003e\u0026nbsp;\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd valign=\"top\" style=\"width: 28px;\"\u003e\n \u003cp\u003e.81\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd valign=\"top\" style=\"width: 28px;\"\u003e\n \u003cp\u003e\u0026nbsp;\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd valign=\"top\" style=\"width: 28px;\"\u003e\n \u003cp\u003e\u0026nbsp;\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd valign=\"top\" style=\"width: 30px;\"\u003e\n \u003cp\u003e\u0026nbsp;\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd valign=\"top\" style=\"width: 28px;\"\u003e\n \u003cp\u003e\u0026nbsp;\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd valign=\"top\" style=\"width: 28px;\"\u003e\n \u003cp\u003e\u0026nbsp;\u003c/p\u003e\n \u003c/td\u003e\n \u003c/tr\u003e\n \u003ctr\u003e\n \u003ctd valign=\"top\" style=\"width: 83px;\"\u003e\n \u003cp\u003eUnforeseen foundation\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd valign=\"top\" style=\"width: 28px;\"\u003e\n \u003cp\u003e\u0026nbsp;\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd valign=\"top\" style=\"width: 28px;\"\u003e\n \u003cp\u003e\u0026nbsp;\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd valign=\"top\" style=\"width: 28px;\"\u003e\n \u003cp\u003e\u0026nbsp;\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd valign=\"top\" style=\"width: 28px;\"\u003e\n \u003cp\u003e.80\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd valign=\"top\" style=\"width: 28px;\"\u003e\n \u003cp\u003e\u0026nbsp;\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd valign=\"top\" style=\"width: 28px;\"\u003e\n \u003cp\u003e\u0026nbsp;\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd valign=\"top\" style=\"width: 30px;\"\u003e\n \u003cp\u003e\u0026nbsp;\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd valign=\"top\" style=\"width: 28px;\"\u003e\n \u003cp\u003e\u0026nbsp;\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd valign=\"top\" style=\"width: 28px;\"\u003e\n \u003cp\u003e\u0026nbsp;\u003c/p\u003e\n \u003c/td\u003e\n \u003c/tr\u003e\n \u003ctr\u003e\n \u003ctd valign=\"top\" style=\"width: 83px;\"\u003e\n \u003cp\u003eInadequate Site\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd valign=\"top\" style=\"width: 28px;\"\u003e\n \u003cp\u003e\u0026nbsp;\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd valign=\"top\" style=\"width: 28px;\"\u003e\n \u003cp\u003e\u0026nbsp;\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd valign=\"top\" style=\"width: 28px;\"\u003e\n \u003cp\u003e\u0026nbsp;\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd valign=\"top\" style=\"width: 28px;\"\u003e\n \u003cp\u003e.58\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd valign=\"top\" style=\"width: 28px;\"\u003e\n \u003cp\u003e\u0026nbsp;\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd valign=\"top\" style=\"width: 28px;\"\u003e\n \u003cp\u003e\u0026nbsp;\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd valign=\"top\" style=\"width: 30px;\"\u003e\n \u003cp\u003e\u0026nbsp;\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd valign=\"top\" style=\"width: 28px;\"\u003e\n \u003cp\u003e\u0026nbsp;\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd valign=\"top\" style=\"width: 28px;\"\u003e\n \u003cp\u003e\u0026nbsp;\u003c/p\u003e\n \u003c/td\u003e\n \u003c/tr\u003e\n \u003ctr\u003e\n \u003ctd valign=\"top\" style=\"width: 83px;\"\u003e\n \u003cp\u003eChange in building level\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd valign=\"top\" style=\"width: 28px;\"\u003e\n \u003cp\u003e\u0026nbsp;\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd valign=\"top\" style=\"width: 28px;\"\u003e\n \u003cp\u003e\u0026nbsp;\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd valign=\"top\" style=\"width: 28px;\"\u003e\n \u003cp\u003e\u0026nbsp;\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd valign=\"top\" style=\"width: 28px;\"\u003e\n \u003cp\u003e.57\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd valign=\"top\" style=\"width: 28px;\"\u003e\n \u003cp\u003e\u0026nbsp;\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd valign=\"top\" style=\"width: 28px;\"\u003e\n \u003cp\u003e\u0026nbsp;\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd valign=\"top\" style=\"width: 30px;\"\u003e\n \u003cp\u003e\u0026nbsp;\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd valign=\"top\" style=\"width: 28px;\"\u003e\n \u003cp\u003e\u0026nbsp;\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd valign=\"top\" style=\"width: 28px;\"\u003e\n \u003cp\u003e\u0026nbsp;\u003c/p\u003e\n \u003c/td\u003e\n \u003c/tr\u003e\n \u003ctr\u003e\n \u003ctd valign=\"top\" style=\"width: 83px;\"\u003e\n \u003cp\u003eWater underground\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd valign=\"top\" style=\"width: 28px;\"\u003e\n \u003cp\u003e\u0026nbsp;\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd valign=\"top\" style=\"width: 28px;\"\u003e\n \u003cp\u003e\u0026nbsp;\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd valign=\"top\" style=\"width: 28px;\"\u003e\n \u003cp\u003e\u0026nbsp;\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd valign=\"top\" style=\"width: 28px;\"\u003e\n \u003cp\u003e.41\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd valign=\"top\" style=\"width: 28px;\"\u003e\n \u003cp\u003e\u0026nbsp;\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd valign=\"top\" style=\"width: 28px;\"\u003e\n \u003cp\u003e\u0026nbsp;\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd valign=\"top\" style=\"width: 30px;\"\u003e\n \u003cp\u003e\u0026nbsp;\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd valign=\"top\" style=\"width: 28px;\"\u003e\n \u003cp\u003e\u0026nbsp;\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd valign=\"top\" style=\"width: 28px;\"\u003e\n \u003cp\u003e\u0026nbsp;\u003c/p\u003e\n \u003c/td\u003e\n \u003c/tr\u003e\n \u003ctr\u003e\n \u003ctd valign=\"top\" style=\"width: 83px;\"\u003e\n \u003cp\u003eContractor experience\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd valign=\"top\" style=\"width: 28px;\"\u003e\n \u003cp\u003e\u0026nbsp;\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd valign=\"top\" style=\"width: 28px;\"\u003e\n \u003cp\u003e\u0026nbsp;\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd valign=\"top\" style=\"width: 28px;\"\u003e\n \u003cp\u003e\u0026nbsp;\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd valign=\"top\" style=\"width: 28px;\"\u003e\n \u003cp\u003e\u0026nbsp;\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd valign=\"top\" style=\"width: 28px;\"\u003e\n \u003cp\u003e.85\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd valign=\"top\" style=\"width: 28px;\"\u003e\n \u003cp\u003e\u0026nbsp;\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd valign=\"top\" style=\"width: 30px;\"\u003e\n \u003cp\u003e\u0026nbsp;\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd valign=\"top\" style=\"width: 28px;\"\u003e\n \u003cp\u003e\u0026nbsp;\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd valign=\"top\" style=\"width: 28px;\"\u003e\n \u003cp\u003e\u0026nbsp;\u003c/p\u003e\n \u003c/td\u003e\n \u003c/tr\u003e\n \u003ctr\u003e\n \u003ctd valign=\"top\" style=\"width: 83px;\"\u003e\n \u003cp\u003eScheduling planning\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd valign=\"top\" style=\"width: 28px;\"\u003e\n \u003cp\u003e\u0026nbsp;\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd valign=\"top\" style=\"width: 28px;\"\u003e\n \u003cp\u003e\u0026nbsp;\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd valign=\"top\" style=\"width: 28px;\"\u003e\n \u003cp\u003e\u0026nbsp;\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd valign=\"top\" style=\"width: 28px;\"\u003e\n \u003cp\u003e\u0026nbsp;\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd valign=\"top\" style=\"width: 28px;\"\u003e\n \u003cp\u003e.85\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd valign=\"top\" style=\"width: 28px;\"\u003e\n \u003cp\u003e\u0026nbsp;\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd valign=\"top\" style=\"width: 30px;\"\u003e\n \u003cp\u003e\u0026nbsp;\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd valign=\"top\" style=\"width: 28px;\"\u003e\n \u003cp\u003e\u0026nbsp;\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd valign=\"top\" style=\"width: 28px;\"\u003e\n \u003cp\u003e\u0026nbsp;\u003c/p\u003e\n \u003c/td\u003e\n \u003c/tr\u003e\n \u003ctr\u003e\n \u003ctd valign=\"top\" style=\"width: 83px;\"\u003e\n \u003cp\u003eConstruction methods\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd valign=\"top\" style=\"width: 28px;\"\u003e\n \u003cp\u003e\u0026nbsp;\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd valign=\"top\" style=\"width: 28px;\"\u003e\n \u003cp\u003e\u0026nbsp;\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd valign=\"top\" style=\"width: 28px;\"\u003e\n \u003cp\u003e\u0026nbsp;\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd valign=\"top\" style=\"width: 28px;\"\u003e\n \u003cp\u003e\u0026nbsp;\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd valign=\"top\" style=\"width: 28px;\"\u003e\n \u003cp\u003e.61\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd valign=\"top\" style=\"width: 28px;\"\u003e\n \u003cp\u003e\u0026nbsp;\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd valign=\"top\" style=\"width: 30px;\"\u003e\n \u003cp\u003e\u0026nbsp;\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd valign=\"top\" style=\"width: 28px;\"\u003e\n \u003cp\u003e\u0026nbsp;\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd valign=\"top\" style=\"width: 28px;\"\u003e\n \u003cp\u003e\u0026nbsp;\u003c/p\u003e\n \u003c/td\u003e\n \u003c/tr\u003e\n \u003ctr\u003e\n \u003ctd valign=\"top\" style=\"width: 83px;\"\u003e\n \u003cp\u003eGlobal crisis\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd valign=\"top\" style=\"width: 28px;\"\u003e\n \u003cp\u003e\u0026nbsp;\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd valign=\"top\" style=\"width: 28px;\"\u003e\n \u003cp\u003e\u0026nbsp;\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd valign=\"top\" style=\"width: 28px;\"\u003e\n \u003cp\u003e\u0026nbsp;\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd valign=\"top\" style=\"width: 28px;\"\u003e\n \u003cp\u003e\u0026nbsp;\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd valign=\"top\" style=\"width: 28px;\"\u003e\n \u003cp\u003e\u0026nbsp;\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd valign=\"top\" style=\"width: 28px;\"\u003e\n \u003cp\u003e.80\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd valign=\"top\" style=\"width: 30px;\"\u003e\n \u003cp\u003e\u0026nbsp;\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd valign=\"top\" style=\"width: 28px;\"\u003e\n \u003cp\u003e\u0026nbsp;\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd valign=\"top\" style=\"width: 28px;\"\u003e\n \u003cp\u003e\u0026nbsp;\u003c/p\u003e\n \u003c/td\u003e\n \u003c/tr\u003e\n \u003ctr\u003e\n \u003ctd valign=\"top\" style=\"width: 83px;\"\u003e\n \u003cp\u003eCovid19\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd valign=\"top\" style=\"width: 28px;\"\u003e\n \u003cp\u003e\u0026nbsp;\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd valign=\"top\" style=\"width: 28px;\"\u003e\n \u003cp\u003e\u0026nbsp;\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd valign=\"top\" style=\"width: 28px;\"\u003e\n \u003cp\u003e\u0026nbsp;\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd valign=\"top\" style=\"width: 28px;\"\u003e\n \u003cp\u003e\u0026nbsp;\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd valign=\"top\" style=\"width: 28px;\"\u003e\n \u003cp\u003e\u0026nbsp;\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd valign=\"top\" style=\"width: 28px;\"\u003e\n \u003cp\u003e.77\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd valign=\"top\" style=\"width: 30px;\"\u003e\n \u003cp\u003e\u0026nbsp;\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd valign=\"top\" style=\"width: 28px;\"\u003e\n \u003cp\u003e\u0026nbsp;\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd valign=\"top\" style=\"width: 28px;\"\u003e\n \u003cp\u003e\u0026nbsp;\u003c/p\u003e\n \u003c/td\u003e\n \u003c/tr\u003e\n \u003ctr\u003e\n \u003ctd valign=\"top\" style=\"width: 83px;\"\u003e\n \u003cp\u003eDesign change\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd valign=\"top\" style=\"width: 28px;\"\u003e\n \u003cp\u003e\u0026nbsp;\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd valign=\"top\" style=\"width: 28px;\"\u003e\n \u003cp\u003e\u0026nbsp;\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd valign=\"top\" style=\"width: 28px;\"\u003e\n \u003cp\u003e\u0026nbsp;\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd valign=\"top\" style=\"width: 28px;\"\u003e\n \u003cp\u003e\u0026nbsp;\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd valign=\"top\" style=\"width: 28px;\"\u003e\n \u003cp\u003e\u0026nbsp;\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd valign=\"top\" style=\"width: 28px;\"\u003e\n \u003cp\u003e\u0026nbsp;\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd valign=\"top\" style=\"width: 30px;\"\u003e\n \u003cp\u003e.90\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd valign=\"top\" style=\"width: 28px;\"\u003e\n \u003cp\u003e\u0026nbsp;\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd valign=\"top\" style=\"width: 28px;\"\u003e\n \u003cp\u003e\u0026nbsp;\u003c/p\u003e\n \u003c/td\u003e\n \u003c/tr\u003e\n \u003ctr\u003e\n \u003ctd valign=\"top\" style=\"width: 83px;\"\u003e\n \u003cp\u003eOrder change\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd valign=\"top\" style=\"width: 28px;\"\u003e\n \u003cp\u003e\u0026nbsp;\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd valign=\"top\" style=\"width: 28px;\"\u003e\n \u003cp\u003e\u0026nbsp;\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd valign=\"top\" style=\"width: 28px;\"\u003e\n \u003cp\u003e\u0026nbsp;\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd valign=\"top\" style=\"width: 28px;\"\u003e\n \u003cp\u003e\u0026nbsp;\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd valign=\"top\" style=\"width: 28px;\"\u003e\n \u003cp\u003e\u0026nbsp;\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd valign=\"top\" style=\"width: 28px;\"\u003e\n \u003cp\u003e\u0026nbsp;\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd valign=\"top\" style=\"width: 30px;\"\u003e\n \u003cp\u003e.88\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd valign=\"top\" style=\"width: 28px;\"\u003e\n \u003cp\u003e\u0026nbsp;\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd valign=\"top\" style=\"width: 28px;\"\u003e\n \u003cp\u003e\u0026nbsp;\u003c/p\u003e\n \u003c/td\u003e\n \u003c/tr\u003e\n \u003ctr\u003e\n \u003ctd valign=\"top\" style=\"width: 83px;\"\u003e\n \u003cp\u003eSite Document approval\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd valign=\"top\" style=\"width: 28px;\"\u003e\n \u003cp\u003e\u0026nbsp;\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd valign=\"top\" style=\"width: 28px;\"\u003e\n \u003cp\u003e\u0026nbsp;\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd valign=\"top\" style=\"width: 28px;\"\u003e\n \u003cp\u003e\u0026nbsp;\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd valign=\"top\" style=\"width: 28px;\"\u003e\n \u003cp\u003e\u0026nbsp;\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd valign=\"top\" style=\"width: 28px;\"\u003e\n \u003cp\u003e\u0026nbsp;\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd valign=\"top\" style=\"width: 28px;\"\u003e\n \u003cp\u003e\u0026nbsp;\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd valign=\"top\" style=\"width: 30px;\"\u003e\n \u003cp\u003e\u0026nbsp;\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd valign=\"top\" style=\"width: 28px;\"\u003e\n \u003cp\u003e.73\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd valign=\"top\" style=\"width: 28px;\"\u003e\n \u003cp\u003e\u0026nbsp;\u003c/p\u003e\n \u003c/td\u003e\n \u003c/tr\u003e\n \u003ctr\u003e\n \u003ctd valign=\"top\" style=\"width: 83px;\"\u003e\n \u003cp\u003eLate in approval\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd valign=\"top\" style=\"width: 28px;\"\u003e\n \u003cp\u003e\u0026nbsp;\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd valign=\"top\" style=\"width: 28px;\"\u003e\n \u003cp\u003e\u0026nbsp;\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd valign=\"top\" style=\"width: 28px;\"\u003e\n \u003cp\u003e\u0026nbsp;\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd valign=\"top\" style=\"width: 28px;\"\u003e\n \u003cp\u003e\u0026nbsp;\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd valign=\"top\" style=\"width: 28px;\"\u003e\n \u003cp\u003e\u0026nbsp;\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd valign=\"top\" style=\"width: 28px;\"\u003e\n \u003cp\u003e\u0026nbsp;\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd valign=\"top\" style=\"width: 30px;\"\u003e\n \u003cp\u003e\u0026nbsp;\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd valign=\"top\" style=\"width: 28px;\"\u003e\n \u003cp\u003e.69\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd valign=\"top\" style=\"width: 28px;\"\u003e\n \u003cp\u003e\u0026nbsp;\u003c/p\u003e\n \u003c/td\u003e\n \u003c/tr\u003e\n \u003ctr\u003e\n \u003ctd valign=\"top\" style=\"width: 83px;\"\u003e\n \u003cp\u003eIncomplete documents\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd valign=\"top\" style=\"width: 28px;\"\u003e\n \u003cp\u003e\u0026nbsp;\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd valign=\"top\" style=\"width: 28px;\"\u003e\n \u003cp\u003e\u0026nbsp;\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd valign=\"top\" style=\"width: 28px;\"\u003e\n \u003cp\u003e\u0026nbsp;\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd valign=\"top\" style=\"width: 28px;\"\u003e\n \u003cp\u003e\u0026nbsp;\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd valign=\"top\" style=\"width: 28px;\"\u003e\n \u003cp\u003e\u0026nbsp;\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd valign=\"top\" style=\"width: 28px;\"\u003e\n \u003cp\u003e\u0026nbsp;\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd valign=\"top\" style=\"width: 30px;\"\u003e\n \u003cp\u003e\u0026nbsp;\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd valign=\"top\" style=\"width: 28px;\"\u003e\n \u003cp\u003e.50\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd valign=\"top\" style=\"width: 28px;\"\u003e\n \u003cp\u003e\u0026nbsp;\u003c/p\u003e\n \u003c/td\u003e\n \u003c/tr\u003e\n \u003ctr\u003e\n \u003ctd valign=\"top\" style=\"width: 83px;\"\u003e\n \u003cp\u003eWeather\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd valign=\"top\" style=\"width: 28px;\"\u003e\n \u003cp\u003e\u0026nbsp;\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd valign=\"top\" style=\"width: 28px;\"\u003e\n \u003cp\u003e\u0026nbsp;\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd valign=\"top\" style=\"width: 28px;\"\u003e\n \u003cp\u003e\u0026nbsp;\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd valign=\"top\" style=\"width: 28px;\"\u003e\n \u003cp\u003e\u0026nbsp;\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd valign=\"top\" style=\"width: 28px;\"\u003e\n \u003cp\u003e\u0026nbsp;\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd valign=\"top\" style=\"width: 28px;\"\u003e\n \u003cp\u003e\u0026nbsp;\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd valign=\"top\" style=\"width: 30px;\"\u003e\n \u003cp\u003e\u0026nbsp;\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd valign=\"top\" style=\"width: 28px;\"\u003e\n \u003cp\u003e\u0026nbsp;\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd valign=\"top\" style=\"width: 28px;\"\u003e\n \u003cp\u003e.77\u003c/p\u003e\n \u003c/td\u003e\n \u003c/tr\u003e\n \u003ctr\u003e\n \u003ctd valign=\"top\" style=\"width: 83px;\"\u003e\n \u003cp\u003eStakeholders conflict\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd valign=\"top\" style=\"width: 28px;\"\u003e\n \u003cp\u003e\u0026nbsp;\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd valign=\"top\" style=\"width: 28px;\"\u003e\n \u003cp\u003e\u0026nbsp;\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd valign=\"top\" style=\"width: 28px;\"\u003e\n \u003cp\u003e\u0026nbsp;\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd valign=\"top\" style=\"width: 28px;\"\u003e\n \u003cp\u003e\u0026nbsp;\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd valign=\"top\" style=\"width: 28px;\"\u003e\n \u003cp\u003e\u0026nbsp;\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd valign=\"top\" style=\"width: 28px;\"\u003e\n \u003cp\u003e\u0026nbsp;\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd valign=\"top\" style=\"width: 30px;\"\u003e\n \u003cp\u003e\u0026nbsp;\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd valign=\"top\" style=\"width: 28px;\"\u003e\n \u003cp\u003e\u0026nbsp;\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd valign=\"top\" style=\"width: 28px;\"\u003e\n \u003cp\u003e.55\u003c/p\u003e\n \u003c/td\u003e\n \u003c/tr\u003e\n \u003ctr\u003e\n \u003ctd valign=\"top\" style=\"width: 83px;\"\u003e\n \u003cp\u003eTribal conflicts\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd valign=\"top\" style=\"width: 28px;\"\u003e\n \u003cp\u003e\u0026nbsp;\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd valign=\"top\" style=\"width: 28px;\"\u003e\n \u003cp\u003e\u0026nbsp;\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd valign=\"top\" style=\"width: 28px;\"\u003e\n \u003cp\u003e\u0026nbsp;\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd valign=\"top\" style=\"width: 28px;\"\u003e\n \u003cp\u003e\u0026nbsp;\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd valign=\"top\" style=\"width: 28px;\"\u003e\n \u003cp\u003e\u0026nbsp;\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd valign=\"top\" style=\"width: 28px;\"\u003e\n \u003cp\u003e\u0026nbsp;\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd valign=\"top\" style=\"width: 30px;\"\u003e\n \u003cp\u003e\u0026nbsp;\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd valign=\"top\" style=\"width: 28px;\"\u003e\n \u003cp\u003e\u0026nbsp;\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd valign=\"top\" style=\"width: 28px;\"\u003e\n \u003cp\u003e.48\u003c/p\u003e\n \u003c/td\u003e\n \u003c/tr\u003e\n \u003c/tbody\u003e\n \u003c/table\u003e\n\u003c/div\u003e\n\u003cp\u003eFactor analysis categorized causes into nine principal domains:\u003c/p\u003e\n\u003cp\u003eThe\u0026nbsp;materials and equipment group are materials supply, lack material quality, specifications of material late testing material by contractor material quantity, material availability, material shortage, materials monopoly, and material waste all had significant impact.\u003c/p\u003e\n\u003cp\u003eThese factors indicate systemic challenges in procurement, supply chain management, and quality assurance .Inconsistent or delayed material deliveries, substandard inputs, and inefficiencies such as monopolies or excessive utilization substantially contribute to time delays and cost increases .The very high loadings indicate a cohesive latent construct, suggesting that enhancements in material management might result in significant benefits. \u0026nbsp;\u0026nbsp;\u003c/p\u003e\n\u003cp\u003eThe financial \u0026nbsp;group this component included five items: Method funding, contract lowest price, constraints on contractor financing, delayed budget disbursement, and client-funded processes .\u003c/p\u003e\n\u003cp\u003eThis group demonstrates financial instability and inadequate budgeting methods by both clients and contractors. These problems impede project financial flows, postpone procurement and labour payments, and may result in contract disputes. \u0026nbsp;The emphasis on \u0026quot;lowest contract price\u0026quot; as a key criterion suggests that excessively competitive bidding may might risk quality and punctuality. The manpower efficiency groups include labor stimulation, labor accidents, unskilled workers, labor productivity, and the quarrel of workers This domain addresses difficulties in worker management and site oversight. \u0026nbsp; Insufficient motivation, poor safety performance, and restricted worker competencies are precursors of inefficiency. \u0026nbsp; Significantly, while \u0026ldquo;labor productivity\u0026rdquo; and \u0026ldquo;quarrel of workers\u0026rdquo; exhibited comparatively lesser loadings, they nevertheless reinforce the categorisation and highlight deficiencies in human resource management within construction projects.\u003c/p\u003e\n\u003cp\u003eThe project site groups include replacement soil, land sliding unforeseen foundation conditions, inadequate sites, changes in building ground level by a client, and underground water. These indicate physical site limitations and geotechnical difficulties. In several instances, inadequate initial surveys and design assumptions lead to modifications or halts in projects after construction starts. \u0026nbsp;The comparatively smaller loading for \u0026quot;underground water\u0026quot; (.41) nevertheless justifies inclusion but may fluctuate across different site settings.\u0026nbsp;\u003c/p\u003e\n\u003cp\u003eManagement groups include contractor experience, poor scheduling planning by contractors, and poor construction methods This group tackles technical and management deficiencies in project implementation .Unseasoned contractors and insufficient preparation can lead to delays and cost overruns. \u0026nbsp;This aligns with several studies emphasizing the importance of planning in project effectiveness [25].\u003c/p\u003e\n\u003cp\u003eGlobal crisis groups include the global financial crisis and COVID-19. This indicates external macro-level disturbances that, although outside direct project control, significantly impact deadlines, resource availability, and logistics. \u0026nbsp; Incorporating this issue underscores the need for adaptive and risk-responsive planning in future initiatives.\u003c/p\u003e\n\u003cp\u003eSchedule change groups: Design changes during the construction process and order changes by the client during the construction process This category signifies scope creep and alterations throughout the project, often arising from inadequate designs or evolving customer requirements. \u0026nbsp;These substantially interrupt operations and reallocate resources unpredictably, resulting in both time and cost ramifications.\u003c/p\u003e\n\u003cp\u003e\u0026nbsp;The routine group represents Site document approvals, delays in municipal approvals, and incomplete contractual documents. Bureaucratic and administrative inefficiencies may cause delays that are not associated with physical development. Frequently disregarded, these factors underscore the need to enhance regulatory processes in project success, and culture and environmental groups are weather conditions, obstructions of work by non-stakeholders, and tribal conflicts. This category identifies context-specific external dangers, especially pertinent in emerging or politically unstable regions such as Iraq. \u0026nbsp;These elements are challenging to control directly but must be considered in risk management and stakeholder engagement initiatives. The delineation of nine unique categories enables project managers, policymakers, and contractors to prioritise interventions based on domain-specific risks. \u0026nbsp;For instance:\u003c/p\u003e\n\u003cp\u003eMaterials and financial concerns (Factors 1 \u0026amp; 2) are most effectively managed by centralised procurement and financial risk evaluation. Labour productivity and site circumstances (Factors 3 \u0026amp; 4) need workforce development and enhanced pre-construction evaluations.\u003c/p\u003e\n\u003cp\u003eManagement and design alterations (Factors 5 \u0026amp; 7) underscore the need of pre-construction planning and change control mechanisms.\u003c/p\u003e\n\u003cp\u003eRoutine permissions and cultural/environmental elements (elements 8 \u0026amp; 9) highlight the significance of administrative reform and sociopolitical awareness.\u003c/p\u003e\n\u003cp\u003e2.1.7.\u0026nbsp;Assessment of Correlation Between\u0026nbsp;of\u0026nbsp;time and cost overrun.\u003c/p\u003e\n\u003cp\u003eANOVA was used to assess the effectiveness of the critical delay groups in\u0026nbsp;terms of\u0026nbsp;time and cost overrun. Stepwise multiple regressions in SPSS are an instrument that can find the link between two or more variables that have a cause and effect relationship. The hypothesis of multiple regressions was distributed normally,\u0026nbsp;linearly\u0026nbsp;and\u0026nbsp;freely\u0026nbsp;from extreme. In this method, the factors that have less influence on the\u0026nbsp;independent variable\u0026nbsp;with a\u0026nbsp;confidence\u0026nbsp;level\u0026nbsp;\u0026lt; 95% are excluded\u0026nbsp;if the\u0026nbsp;probability \u0026gt; 0.05.\u0026nbsp;The\u0026nbsp;results\u0026nbsp;of the assessment\u0026nbsp;of the relationships between\u0026nbsp;(independent variables) finance, schedule change, management, global crisis and site\u0026nbsp;projects and\u0026nbsp;the dependent\u0026nbsp;variable\u0026nbsp;(time overrun).\u003c/p\u003e\n\u003cp\u003eTo determine which group had the greatest effect on the project time overrun, the researcher used the multiple linear regression method (method stepwise) to process the data; the results are shown in Table 5.\u003c/p\u003e\n\u003cp\u003eTable 5: The correlation between effectiveness cause and time overrun.\u003c/p\u003e\n\u003ctable border=\"1\" cellspacing=\"0\" cellpadding=\"0\" width=\"321\"\u003e\n \u003ctbody\u003e\n \u003ctr\u003e\n \u003ctd valign=\"top\" style=\"width: 47px;\"\u003e\n \u003cp\u003eModel\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd valign=\"top\" style=\"width: 71px;\"\u003e\n \u003cp\u003e\u0026nbsp;\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd valign=\"top\" style=\"width: 38px;\"\u003e\n \u003cp\u003eB\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd valign=\"top\" style=\"width: 51px;\"\u003e\n \u003cp\u003eStd. Error\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd valign=\"top\" style=\"width: 38px;\"\u003e\n \u003cp\u003eBeta\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd valign=\"top\" style=\"width: 38px;\"\u003e\n \u003cp\u003et\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd valign=\"top\" style=\"width: 38px;\"\u003e\n \u003cp\u003eSig.\u003c/p\u003e\n \u003c/td\u003e\n \u003c/tr\u003e\n \u003ctr\u003e\n \u003ctd valign=\"top\" style=\"width: 47px;\"\u003e\n \u003cp\u003e1\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd valign=\"top\" style=\"width: 71px;\"\u003e\n \u003cp\u003e(Constant)\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd valign=\"top\" style=\"width: 38px;\"\u003e\n \u003cp\u003e1.28\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd valign=\"top\" style=\"width: 51px;\"\u003e\n \u003cp\u003e.506\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd valign=\"top\" style=\"width: 38px;\"\u003e\n \u003cp\u003e\u0026nbsp;\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd valign=\"top\" style=\"width: 38px;\"\u003e\n \u003cp\u003e2.53\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd valign=\"top\" style=\"width: 38px;\"\u003e\n \u003cp\u003e.013\u003c/p\u003e\n \u003c/td\u003e\n \u003c/tr\u003e\n \u003ctr\u003e\n \u003ctd valign=\"top\" style=\"width: 47px;\"\u003e\n \u003cp\u003e2\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd valign=\"top\" style=\"width: 71px;\"\u003e\n \u003cp\u003efinance\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd valign=\"top\" style=\"width: 38px;\"\u003e\n \u003cp\u003e.199\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd valign=\"top\" style=\"width: 51px;\"\u003e\n \u003cp\u003e.102\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd valign=\"top\" style=\"width: 38px;\"\u003e\n \u003cp\u003e.206\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd valign=\"top\" style=\"width: 38px;\"\u003e\n \u003cp\u003e1.95\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd valign=\"top\" style=\"width: 38px;\"\u003e\n \u003cp\u003e.054\u003c/p\u003e\n \u003c/td\u003e\n \u003c/tr\u003e\n \u003ctr\u003e\n \u003ctd valign=\"top\" style=\"width: 47px;\"\u003e\n \u003cp\u003e3\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd valign=\"top\" style=\"width: 71px;\"\u003e\n \u003cp\u003esite\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd valign=\"top\" style=\"width: 38px;\"\u003e\n \u003cp\u003e.249\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd valign=\"top\" style=\"width: 51px;\"\u003e\n \u003cp\u003e.127\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd valign=\"top\" style=\"width: 38px;\"\u003e\n \u003cp\u003e.219\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd valign=\"top\" style=\"width: 38px;\"\u003e\n \u003cp\u003e1.96\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd valign=\"top\" style=\"width: 38px;\"\u003e\n \u003cp\u003e.053\u003c/p\u003e\n \u003c/td\u003e\n \u003c/tr\u003e\n \u003ctr\u003e\n \u003ctd valign=\"top\" style=\"width: 47px;\"\u003e\n \u003cp\u003e4\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd valign=\"top\" style=\"width: 71px;\"\u003e\n \u003cp\u003emanagement\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd valign=\"top\" style=\"width: 38px;\"\u003e\n \u003cp\u003e.080\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd valign=\"top\" style=\"width: 51px;\"\u003e\n \u003cp\u003e.121\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd valign=\"top\" style=\"width: 38px;\"\u003e\n \u003cp\u003e.066\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd valign=\"top\" style=\"width: 38px;\"\u003e\n \u003cp\u003e.66\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd valign=\"top\" style=\"width: 38px;\"\u003e\n \u003cp\u003e.511\u003c/p\u003e\n \u003c/td\u003e\n \u003c/tr\u003e\n \u003ctr\u003e\n \u003ctd valign=\"top\" style=\"width: 47px;\"\u003e\n \u003cp\u003e5\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd valign=\"top\" style=\"width: 71px;\"\u003e\n \u003cp\u003eSchedule change\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd valign=\"top\" style=\"width: 38px;\"\u003e\n \u003cp\u003e.297\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd valign=\"top\" style=\"width: 51px;\"\u003e\n \u003cp\u003e.095\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd valign=\"top\" style=\"width: 38px;\"\u003e\n \u003cp\u003e.316\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd valign=\"top\" style=\"width: 38px;\"\u003e\n \u003cp\u003e3.13\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd valign=\"top\" style=\"width: 38px;\"\u003e\n \u003cp\u003e.002\u003c/p\u003e\n \u003c/td\u003e\n \u003c/tr\u003e\n \u003ctr\u003e\n \u003ctd valign=\"top\" style=\"width: 47px;\"\u003e\n \u003cp\u003e6\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd valign=\"top\" style=\"width: 71px;\"\u003e\n \u003cp\u003eglobal\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd valign=\"top\" style=\"width: 38px;\"\u003e\n \u003cp\u003e.003\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd valign=\"top\" style=\"width: 51px;\"\u003e\n \u003cp\u003e.084\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd valign=\"top\" style=\"width: 38px;\"\u003e\n \u003cp\u003e.003\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd valign=\"top\" style=\"width: 38px;\"\u003e\n \u003cp\u003e.030\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd valign=\"top\" style=\"width: 38px;\"\u003e\n \u003cp\u003e.976\u003c/p\u003e\n \u003c/td\u003e\n \u003c/tr\u003e\n \u003c/tbody\u003e\n\u003c/table\u003e\n\u003cp\u003e\u003cimg src=\"data:image/png;base64,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\" width=\"380\" height=\"33\"\u003e\u003c/p\u003e\n\u003cp\u003eT= Dependent Variable: time overrun\u003c/p\u003e\n\u003cp\u003eSC= Schedule Change\u003c/p\u003e\n\u003cp\u003eAnalysis of Principal Statistical Metrics ( B = 1.28, p = 0.013)\u003c/p\u003e\n\u003cp\u003eThe constant term in the regression model signifies the projected baseline time overrun when all predictor variables are set to zero. \u0026nbsp;A statistically significant constant (p \u0026lt; 0.05) indicates an intrinsic baseline delay in building projects, irrespective of the specified factors.\u003c/p\u003e\n\u003cp\u003e1. Modification of Schedule (B = 0.297, \u0026beta; = 0.316, p = 0.002)\u003c/p\u003e\n\u003cp\u003eThis is the most statistically significant variable influencing time overrun. \u0026nbsp;The standardised Beta value of 0.316 indicates that schedule modification has the most substantial impact among all factors.\u003c/p\u003e\n\u003cp\u003eAn increment in the index denoting schedule-related modifications (e.g., design revisions, delayed customer orders) results in an estimated 30% escalation in project time overrun, as shown by Equation 1:\u003c/p\u003e\n\u003cp\u003e\u0026nbsp; \u0026nbsp; \u0026nbsp;T = 1.284 + 0.297 \u0026times; SC\u003c/p\u003e\n\u003cp\u003eThe p-value of 0.002 indicates that this link is significant at the 95% confidence level.\u003c/p\u003e\n\u003cp\u003eThis underscores that client-initiated alterations and design adjustments during implementation are the principal causes of project delays and must be rigorously managed via early stakeholder alignment and established design processes.\u003c/p\u003e\n\u003cp\u003e2. Finance (B = 0.199, \u0026beta; = 0.206, p = 0.054)\u003c/p\u003e\n\u003cp\u003eDespite being just beyond the traditional significance level (p = 0.054), finance-related concerns exhibit a notable trend. \u0026nbsp;This implies:\u003c/p\u003e\n\u003cp\u003eDelays in funding, financial instability of contractors, and competitive low-price bidding impact project timelines.\u003c/p\u003e\n\u003cp\u003eAlthough excluded from the final regression equation because p \u0026gt; 0.05, these findings suggest that money is a nearly significant factor and merits additional exploration or incorporation into more robust models with enhanced statistical power.\u003c/p\u003e\n\u003cp\u003e3. Site-Related Variables (B = 0.249, \u0026beta; = 0.219, p = 0.053)\u003c/p\u003e\n\u003cp\u003eSite condition factors, such as unexpected soil conditions and suboptimal site architecture, show possible predictive capability, but on the threshold of significance.\u003c/p\u003e\n\u003cp\u003eAn increase in site problems may result in an estimated 25% additional delay.\u003c/p\u003e\n\u003cp\u003eA Beta of 0.219 indicates a reasonably high correlation, suggesting that improved site investigations, topographical surveys, and preliminary site readiness evaluations may alleviate this cause of delay.\u003c/p\u003e\n\u003cp\u003e4. Management (p = 0.511) and Global Crisis (p = 0.976)\u003c/p\u003e\n\u003cp\u003eThe final regression model eliminated these two covariates owing to their non-significance:\u003c/p\u003e\n\u003cp\u003eManagement-related factors (e.g., contractor experience, planning inadequacies) exhibited a weak Beta (0.066) and an insignificant p-value, indicating that in this dataset, inadequate management did not independently account for variations in project delays after controlling for other variables.\u003c/p\u003e\n\u003cp\u003eGlobal crises (COVID-19, financial crises) had no influence in this model (Beta = 0.003, p = 0.976). \u0026nbsp;This suggests that either the projects adjusted well after the pandemic or that external problems were not the principal factor contributing to delays relative to internal project dynamics.\u003c/p\u003e\n\u003cp\u003e\u0026nbsp;Table 6: Conclusive Regression Equation and Its Implications\u003c/p\u003e\n\u003cp\u003e\u0026nbsp;Conclusive Model:\u003c/p\u003e\n\u003cp\u003e\u0026nbsp;Time Overrun = 1.284 + 0.297 \u0026times; Schedule Change\u003c/p\u003e\n\u003cp\u003eThe final model included just one statistically significant predictor: Schedule Change. \u0026nbsp;This discovery underscores the essential significance of design stability and client decision-making discipline throughout the construction period. \u0026nbsp; Although other variables such as financing and site circumstances approached significance, only design and order modifications shown a measurable, quantitative, and statistically significant effect.\u003c/p\u003e\n\u003cp\u003ePragmatic Consequences\u003c/p\u003e\n\u003cp\u003ePolicy Focus: Regulatory initiatives must aim to reduce post-award design modifications by implementing more rigorous design validation procedures.\u003c/p\u003e\n\u003cp\u003eClient Education: Clients must be informed about the consequences of late-stage modifications.\u003c/p\u003e\n\u003cp\u003e\u0026nbsp;Risk Management: Contract provisions must foresee and impose penalties for unwarranted design modifications or include allowances for expected changes.\u003c/p\u003e\n\u003cp\u003eDesign-Build Integration: Integrated design-build methodologies may mitigate fragmentation and misunderstanding, hence decreasing rework and delays.\u003c/p\u003e\n\u003cp\u003eTo determine which groups have an important impact on cost overrun, the multiple linear regression (method stepwise) procedure both adds and removes predictors one at a time. In this method, the factors that have less influence on the independent variable are excluded (sig\u0026lt;0,05). The results are illustrated in Table 7.\u003c/p\u003e\n\u003cp\u003eTable 7:\u0026nbsp;The Correlation\u0026nbsp;between\u0026nbsp;Effectiveness Cause\u0026nbsp;and\u0026nbsp;Cost Overrun\u003c/p\u003e\n\u003cdiv align=\"\"\u003e\n \u003ctable border=\"1\" cellspacing=\"0\" cellpadding=\"0\"\u003e\n \u003ctbody\u003e\n \u003ctr\u003e\n \u003ctd valign=\"top\" style=\"width: 26px;\"\u003e\n \u003cp\u003e\u0026nbsp;\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd valign=\"top\" style=\"width: 101px;\"\u003e\n \u003cp\u003eModel\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd valign=\"top\" style=\"width: 43px;\"\u003e\n \u003cp\u003eB\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd valign=\"top\" style=\"width: 43px;\"\u003e\n \u003cp\u003eStd. Error\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd valign=\"top\" style=\"width: 43px;\"\u003e\n \u003cp\u003eBeta\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd valign=\"top\" style=\"width: 43px;\"\u003e\n \u003cp\u003et\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd valign=\"top\" style=\"width: 43px;\"\u003e\n \u003cp\u003eSig.\u003c/p\u003e\n \u003c/td\u003e\n \u003c/tr\u003e\n \u003ctr\u003e\n \u003ctd valign=\"top\" style=\"width: 26px;\"\u003e\n \u003cp\u003e1\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd valign=\"top\" style=\"width: 101px;\"\u003e\n \u003cp\u003eConstant\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd valign=\"top\" style=\"width: 43px;\"\u003e\n \u003cp\u003e2.114\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd valign=\"top\" style=\"width: 43px;\"\u003e\n \u003cp\u003e.506\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd valign=\"top\" style=\"width: 43px;\"\u003e\n \u003cp\u003e\u0026nbsp;\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd valign=\"top\" style=\"width: 43px;\"\u003e\n \u003cp\u003e4.179\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd valign=\"top\" style=\"width: 43px;\"\u003e\n \u003cp\u003e.000\u003c/p\u003e\n \u003c/td\u003e\n \u003c/tr\u003e\n \u003ctr\u003e\n \u003ctd valign=\"top\" style=\"width: 26px;\"\u003e\n \u003cp\u003e2\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd valign=\"top\" style=\"width: 101px;\"\u003e\n \u003cp\u003eFinancing\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd valign=\"top\" style=\"width: 43px;\"\u003e\n \u003cp\u003e.111\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd valign=\"top\" style=\"width: 43px;\"\u003e\n \u003cp\u003e.097\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd valign=\"top\" style=\"width: 43px;\"\u003e\n \u003cp\u003e.128\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd valign=\"top\" style=\"width: 43px;\"\u003e\n \u003cp\u003e1.143\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd valign=\"top\" style=\"width: 43px;\"\u003e\n \u003cp\u003e.257\u003c/p\u003e\n \u003c/td\u003e\n \u003c/tr\u003e\n \u003ctr\u003e\n \u003ctd valign=\"top\" style=\"width: 26px;\"\u003e\n \u003cp\u003e3\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd valign=\"top\" style=\"width: 101px;\"\u003e\n \u003cp\u003eProject Site\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd valign=\"top\" style=\"width: 43px;\"\u003e\n \u003cp\u003e.350\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd valign=\"top\" style=\"width: 43px;\"\u003e\n \u003cp\u003e.124\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd valign=\"top\" style=\"width: 43px;\"\u003e\n \u003cp\u003e.342\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd valign=\"top\" style=\"width: 43px;\"\u003e\n \u003cp\u003e2.824\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd valign=\"top\" style=\"width: 43px;\"\u003e\n \u003cp\u003e.006\u003c/p\u003e\n \u003c/td\u003e\n \u003c/tr\u003e\n \u003ctr\u003e\n \u003ctd valign=\"top\" style=\"width: 26px;\"\u003e\n \u003cp\u003e4\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd valign=\"top\" style=\"width: 101px;\"\u003e\n \u003cp\u003eManagement\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd valign=\"top\" style=\"width: 43px;\"\u003e\n \u003cp\u003e.067\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd valign=\"top\" style=\"width: 43px;\"\u003e\n \u003cp\u003e.122\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd valign=\"top\" style=\"width: 43px;\"\u003e\n \u003cp\u003e.062\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd valign=\"top\" style=\"width: 43px;\"\u003e\n \u003cp\u003e.551\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd valign=\"top\" style=\"width: 43px;\"\u003e\n \u003cp\u003e.583\u003c/p\u003e\n \u003c/td\u003e\n \u003c/tr\u003e\n \u003ctr\u003e\n \u003ctd valign=\"top\" style=\"width: 26px;\"\u003e\n \u003cp\u003e5\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd valign=\"top\" style=\"width: 101px;\"\u003e\n \u003cp\u003eSchedule change\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd valign=\"top\" style=\"width: 43px;\"\u003e\n \u003cp\u003e.204\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd valign=\"top\" style=\"width: 43px;\"\u003e\n \u003cp\u003e.091\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd valign=\"top\" style=\"width: 43px;\"\u003e\n \u003cp\u003e.242\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd valign=\"top\" style=\"width: 43px;\"\u003e\n \u003cp\u003e2.255\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd valign=\"top\" style=\"width: 43px;\"\u003e\n \u003cp\u003e.027\u003c/p\u003e\n \u003c/td\u003e\n \u003c/tr\u003e\n \u003ctr\u003e\n \u003ctd valign=\"top\" style=\"width: 26px;\"\u003e\n \u003cp\u003e6\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd valign=\"top\" style=\"width: 101px;\"\u003e\n \u003cp\u003eGlobal crisis\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd valign=\"top\" style=\"width: 43px;\"\u003e\n \u003cp\u003e.012\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd valign=\"top\" style=\"width: 43px;\"\u003e\n \u003cp\u003e.081\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd valign=\"top\" style=\"width: 43px;\"\u003e\n \u003cp\u003e.015\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd valign=\"top\" style=\"width: 43px;\"\u003e\n \u003cp\u003e.149\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd valign=\"top\" style=\"width: 43px;\"\u003e\n \u003cp\u003e.882\u003c/p\u003e\n \u003c/td\u003e\n \u003c/tr\u003e\n \u003c/tbody\u003e\n \u003c/table\u003e\n\u003c/div\u003e\n\u003cp\u003e\u003cimg 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width=\"481\" height=\"32\"\u003e\u003c/p\u003e\n\u003cp\u003eC.Dependent Variable: cost overrun\u003c/p\u003e\n\u003cp\u003ePS.Project Site= PS\u003c/p\u003e\n\u003cp\u003eSC.Schedule Change=SC\u0026nbsp;\u003c/p\u003e\n\u003cp\u003e1. Constant (B = 2.114, p \u0026lt; 0.001)\u003c/p\u003e\n\u003cp\u003eThe constant signifies the fundamental degree of cost overrun when all independent variables are null. \u0026nbsp;The significance level (p \u0026lt; 0.001) indicates that, even without specific contributing elements, systematic or structural baseline costs remain in building projects. \u0026nbsp;This may indicate fundamental inefficiencies, such inflation, procurement delays, or overall market instability.\u003c/p\u003e\n\u003cp\u003e\u0026nbsp;2. Project Site Conditions (B = 0.350, \u0026beta; = 0.342, p = 0.006) Extremely Significant\u003c/p\u003e\n\u003cp\u003e\u0026nbsp;This group had the most significant predictive influence on cost overruns:\u003c/p\u003e\n\u003cp\u003eThe unstandardized coefficient (B = 0.350) indicates that for each one-unit rise in site-related challenges (inadequate ground conditions, water table complications, soil replacement) there is a 35% escalation in overall cost overrun.\u003c/p\u003e\n\u003cp\u003eThe standardized Beta coefficient (0.342) confirms the preeminent significance of this factor group among all evaluated variables.\u003c/p\u003e\n\u003cp\u003eThe p-value (0.006) indicates that this link is statistically significant at the 99% confidence level.\u003c/p\u003e\n\u003cp\u003eThis outcome highlights the essential need of thorough pre-construction site assessments, including soil analysis, hydrological evaluations, and foundation viability studies. \u0026nbsp;Cost overruns are significantly influenced by ground conditions and physical site limitations, often requiring design modifications, structural enhancements, and costly corrective measures during construction.\u003c/p\u003e\n\u003cp\u003e\u0026nbsp;3. Schedule Modification (B = 0.204, \u0026beta; = 0.242, p = 0.027) Statistically Significant\u003c/p\u003e\n\u003cp\u003e\u0026nbsp;Changes connected to scheduling especially client-driven design alterations and order amendments during construction substantially contribute to cost escalation:\u003c/p\u003e\n\u003cp\u003eThe coefficient B = 0.204 signifies a 20.4% increase in costs for each unit increase in schedule interruptions.\u003c/p\u003e\n\u003cp\u003eThe Beta value (0.242) ranks this component as the second most significant after site conditions.\u003c/p\u003e\n\u003cp\u003eThe p-value (0.027) indicates statistical significance at the 95% confidence level.\u003c/p\u003e\n\u003cp\u003eThese results corroborate the prevalent trend that frequent design modifications, delayed decision-making, and insufficient coordination among client, consultant, and contractor contribute to cost overruns. \u0026nbsp;Mitigation must encompass: Implementing a design freeze policy,defining the scope of work at the planning phase, applay variation order protocols.\u003c/p\u003e"},{"header":"3. Conclusion","content":"\u003cp\u003eThis research in depth analyzed the key reasons for major to schedule and cost overruns in infrastructure construction projects in Iraq. The study merged qualitative perception with quantitative statistical methods to identify 37 criticl causes ,prioritized them using the Relative Importance Index (RII), categorized them by Exploratory Factor Analysis (EFA), and modeled their effects using multiple regression analysis. The results unequivocally indicate that alterations to the schedule especially those initiated by client-driven design changes are the primary determinants of time overruns. Unexpected site conditions and design-related delays proved to be significant factors in both time and expense increases. Although financial difficulties were prominent in perception-based metrics, they exhibited lesser statistical significance in regression models, indicating a possible discrepancy between stakeholder perception and actual effects.\u003c/p\u003e\u003cp\u003eThis study presents three key contributions: provides a context-specific categorization of the factors contributing to overruns in Iraq's construction industry, offers prediction models for temporal and financial performance based on actionable project data and reconciles stakeholder perception with empirically substantiated risk concerns.\u003c/p\u003e\u003cp\u003eThe findings emphasize the critical need for improved design management, thorough preconstruction site evaluations, and methodical change control procedures. These enhancements are essential not just in Iraq and other emerging nations that encounter building difficulties.\u003c/p\u003e"},{"header":"Declarations","content":"\u003cp\u003e\u003cspan\u003eThe participant\u0026apos;s legal guardian consented to participate in the study.\u003c/span\u003e\u003c/p\u003e\u003cp\u003e\u003cstrong\u003eAcknowledgments\u003c/strong\u003e\u003c/p\u003e\n\u003cp\u003eThe author thanks the organizations of a construction company for helping the researcher answer the questionnaire, obtain permeation and gather data for this study.\u003c/p\u003e\n\u003cp\u003e\u003cstrong\u003eAuthor contributions\u003c/strong\u003e\u0026nbsp;\u003c/p\u003e\n\u003cp\u003eTo the writing of the paper include methodology, gathering of data, and data analysis.\u003c/p\u003e\n\u003cp\u003e\u003cstrong\u003eFunding\u003c/strong\u003e:\u0026nbsp;\u003c/p\u003e\n\u003cp\u003eThe author received no financial support for the research, authorship, or publication of this article.\u003c/p\u003e\n\u003cp\u003e\u003cstrong\u003eConflict of interest\u003c/strong\u003e\u0026nbsp;\u003c/p\u003e\n\u003cp\u003eThe authors declare that they have no competing interests, financial or personal, that could influence the outcomes or presentation of the research described in this manuscript.\u0026nbsp;\u003c/p\u003e\n\u003cp\u003e\u003cstrong\u003eLimitations of Research\u003c/strong\u003e :\u0026nbsp;\u003c/p\u003e\n\u003cp\u003eThis research focused on current construction projects in Iraq and may not fully reflect the dynamics of large-scale infrastructure projects or post-construction stages. \u0026nbsp;Furthermore, the regression models rely on self-reported data, potentially leading to response bias.\u003c/p\u003e"},{"header":"References","content":"\u003col\u003e\n\u003cli\u003eFaten A et,al.(2022). 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Investigating the causes of delay and cost-overrun in the construction industry International Advanced Studies and Engineering Journal 2(2): pp75-79.\u003c/li\u003e\n\u003cli\u003eAhmed K \u0026amp; Huda M(2022). Time overruns in the construction projects in Iraq: Case study on investigating and analyzing the root causes. Open Engineering, 12(1): pp702\u0026ndash;715.\u003c/li\u003e\n\u003cli\u003eSemaa H \u0026amp; Awss H(2022). Investigating the causes of poor cost control in Iraqi construction projects. Engineering, Technology \u0026amp; applied science research .12(1):pp 8075-8079.\u003c/li\u003e\n\u003c/ol\u003e"}],"fulltextSource":"","fullText":"","funders":[],"hasAdminPriorityOnWorkflow":false,"hasManuscriptDocX":true,"hasOptedInToPreprint":true,"hasPassedJournalQc":"","hasAnyPriority":true,"hideJournal":true,"highlight":"","institution":"Building Engineering Department","isAcceptedByJournal":false,"isAuthorSuppliedPdf":false,"isDeskRejected":"","isHiddenFromSearch":false,"isInQc":false,"isInWorkflow":false,"isPdf":false,"isPdfUpToDate":true,"isWithdrawnOrRetracted":false,"journal":{"display":true,"email":"[email protected]","identity":"researchsquare","isNatureJournal":false,"hasQc":true,"allowDirectSubmit":true,"externalIdentity":"","sideBox":"","snPcode":"","submissionUrl":"/submission","title":"Research Square","twitterHandle":"researchsquare","acdcEnabled":true,"dfaEnabled":false,"editorialSystem":"","reportingPortfolio":"","inReviewEnabled":false,"inReviewRevisionsEnabled":true},"keywords":"Cost overrun, time overrun, project under construction, regression analysis methods","lastPublishedDoi":"10.21203/rs.3.rs-7133432/v1","lastPublishedDoiUrl":"https://doi.org/10.21203/rs.3.rs-7133432/v1","license":{"name":"CC BY 4.0","url":"https://creativecommons.org/licenses/by/4.0/"},"manuscriptAbstract":"\u003cp\u003eTime and cost overruns are major problems in construction project management, especially in developing nations like Iraq, where fragile institutional frameworks and unstable economic situations intensify these issues. Compliance with project timelines and financial plans is crucial for achieving effective results and enhancing stakeholder value. This research examines the fundamental reasons for time and expense overruns in ongoing building construction projects in Iraq. A thorough technique integrating field studies, expert interviews, and an exhaustive literature analysis revealed 37 significant elements. The relative importance index (RII) quantitatively evaluates factors and results highlighting that client-related funding delays were the most critical, followed by contractor financial difficulties and substandard site conditions. Factor analysis categorized these causes into nine major groups, with financial factors and managerial dimensions \u0026nbsp;identified as the most critical. The results demonstrate the use of multiple regression models to predict budget overruns caused by delays in the project timeline and difficulties encountered during construction. Inadequate site preparation and schedule variations considerably affect project performance as a whole, according to the results .To enhance construction outcomes and mitigate risk this study offers policymakers and project stakeholders practical solutions to other developing countries facing comparable management and infrastructure limitations can derive enhanced their influence.\u003c/p\u003e","manuscriptTitle":"Explore the reasons for the time and costoverruns in the projects under construction","msid":"","msnumber":"","nonDraftVersions":[{"code":1,"date":"2025-07-21 08:42:35","doi":"10.21203/rs.3.rs-7133432/v1","editorialEvents":[{"type":"communityComments","content":0}],"status":"published","journal":{"display":true,"email":"[email protected]","identity":"researchsquare","isNatureJournal":false,"hasQc":true,"allowDirectSubmit":true,"externalIdentity":"","sideBox":"","snPcode":"","submissionUrl":"/submission","title":"Research Square","twitterHandle":"researchsquare","acdcEnabled":true,"dfaEnabled":false,"editorialSystem":"","reportingPortfolio":"","inReviewEnabled":false,"inReviewRevisionsEnabled":true}}],"origin":"","ownerIdentity":"b1ac30ff-f0bb-4098-8f19-7bf4d59c6546","owner":[],"postedDate":"July 21st, 2025","published":true,"recentEditorialEvents":[],"rejectedJournal":[],"revision":"","amendment":"","status":"posted","subjectAreas":[],"tags":[],"updatedAt":"2025-07-21T08:42:35+00:00","versionOfRecord":[],"versionCreatedAt":"2025-07-21 08:42:35","video":"","vorDoi":"","vorDoiUrl":"","workflowStages":[]},"version":"v1","identity":"rs-7133432","journalConfig":"researchsquare"},"__N_SSP":true},"page":"/article/[identity]/[[...version]]","query":{"redirect":"/article/rs-7133432","identity":"rs-7133432","version":["v1"]},"buildId":"8U1c8b4HqxoKbykW_rLl7","isFallback":false,"isExperimentalCompile":false,"dynamicIds":[84888],"gssp":true,"scriptLoader":[]}