Luận văn thạc sĩ Quản lý xây dựng: Studying claim causes affecting cost and schedule for new urban city project in Vietnam

TRUONG THANH TUNG STUDYING CLAIMS CAUSES AFFECTING TO COST AND SCHEDULE FOR NEW URBAN CITY... Evidence shows that stakeholders in urban projects still do not know about the claim causes

INTRODUCTION

Problem Statement

In Vietnam, there are now more and more new urban areas appearing New urban centers distributed around a central large urban center are separated from the central city by a green area and a convenient transport connection to the central urban area is a solution to help control and prevent the problems of overpopulation, traffic jam, and pollution Simultaneously, promoting the attractiveness and economic benefits of urban development is critical

With the rapid development of society, urban construction is expanding rapidly The following is a list of typical urban projects (table 1.1)

Table 1.1 List of Typical Urban Projects

Dai Quang Minh with Sa La Urban Area project, CII with Thu Thiem Lakeview, and Thu Thiem Marina projects; Tien Phuoc - Keppel Land - Gaw Capital - Tran Thai joint venture with Empire City project;

Phu My Hung urban, District 7,

Central Trading Development (CT&D) of Taiwan and IPC Company (Vietnam) 5 billion USD 2,600 ha

Urban construction in Vietnam is growing To increase competitiveness, contractors need to ensure factors such as quality, schedule, human resources, and the application of new technology are considered in the project To identify, measure, and forecast the feasibility of the project early from the start to take measures to prevent and avoid claims causes and ensure the goals are set from the beginning phase

As can be seen in the issues mentioned above in the introduction, claim causes can affect the stakeholder’s performance Furthermore, the relationships between the causes of the claim and the performance of stakeholders will be studied With the above method, the relationship between claim causes and stakeholders’ performance will be studied to the root cause

By reviewing and evaluating the relationship between claim causes and stakeholder performance The relationship between claim causes and stakeholder performance is still not interesting or lacks interest from the researchers or practitioners Most of the studies only go into the general study of claims causes and stakeholder performance The writen wants to study the links between claim causes effectt on cost and schedule and stakeholder performance in urban projects

The writen will attempt to illustrate the influence the claim causes on stakeholder

Urban on the west bank of the Saigon

Vingroup, Sunwah Group, SSG Group, Him Lam Corporation, Van Thinh Phat Group, and Saigontourist Corporation

GS E&C Corporation from Korea 3 billion USD 350 ha

Dai Phuc Group 2 billion USD 198 ha

VND 152 ha between causes and stakeholder performance in this research Furthermore, stakeholder performance may be defined as the outcomes that stakeholders obtain once the project is completed The findings of the study aid in improving project and stakeholder performance in urban projects in Vietnam.

Research Object

- To identify and assess the claim causes affecting to cost and schedule for new urban city projects in Vietnam

- Compare with previously published studies

- Identify criteria for measuring stakeholder performance

- To investigate the relationships among claims causes affecting cost and schedule, and the stakeholder performance

Scope of Study

- The purpose of the study is to determine the relationship between claims caused by affecting cost and schedule and the stakeholder performance in the project following:

- A study on urban projects in Vietnam from 2017 to 2021 special focus on areas with high construction density, such as Ho Chi Minh City

- Find the root claims causes of the relationships between causes and stakeholder performance

- Survey respondents mainly focus on engineers, architects, supervision consultants, and experts with experience in urban city projects They can come from owners' companies, contractors' companies, subcontractors' companies, and suppliers' companies.

Contribution of the Topic

- To identify the causes and relationships between the claims causes and stakeholder performance

- Applying the SEM model to determine the relationships that affect claim causes appropriate options for reducing the impact of claim causes and improving the quality of urban projects in Vietnam

Providing contractors, a tool to dig deeper into claims cause affect urban project and stakeholder performance To contribute to helping contractors have more opportunities in the future to increase profits, efficiency, on schedule, and high quality.

LITERATURE REVIEW

General Introduction

This chapter has an overview of issues related to previous research topics, such as journals, scientific articles, and published domestic and foreign theses From there, it helps us to know the current status of the research and its relation to this topic.

Definition and Concept

A construction claim can be defined as a request by either party to the contract, usually the Contractor, for claims caused by failure of the other party to fulfil his part of obligations as specified in the contract The claim cause is usually in the form of the additional payment or an extension of time (EOT).(Abhishek Shah, 2014)

Construction claims are considered by many project participants to be one of the most disruptive and unpleasant events of a project Claims are becoming a way of life and, indeed, an indispensable part of modern contract systems Once a claim has been presented, the owner and contractor can come to an agreement concerning the claim and, thereby, create a change order or a modification, or they may disagree and create a construction contract dispute.(Zaneldin, 2006)

A construction claim is the statement of a right requiring more time or money as a consequence of an activity In any building project, it is feasible to fulfill construction claims

Owners, contractors, and subcontractors in this setting strive to meet their objectives and expectations to optimize their advantages Diverse objectives and anticipations of stakeholders may give birth to conflict

Inadequate project planning, changes in the project's scope, change orders, mistakes, and omissions may all contribute to these issues

If the disagreements are not effectively handled, disputes that threaten the

When the contractor discovers the problem, he should try to eliminate or avoid it If he cannot do so, then he should write to a letter to the owner to make a formal the claim This is the first step in claim procedure The problem is approached during regular meetings, or a special meeting may be arranged to settle or discuss this dispute These procedures may be as follows (Abhishek Shah, 2014)

Figure 2.1 Claim Settlement Method (Abhishek Shah, 2014) 2.2.3 Definition of Stakeholder Performance

Stakeholder performance is defined as the results achieved by stakeholders after a project is finished (V T Nguyen & Do, 2021)

The relationship among different contracting parties in the construction industry is complex, as it involves many project stakeholders such as owners, consultants, and contractors In a study of relationships between the stakeholders’ performance and project success (Rashvand & Zaimi Abd Majid, 2014)

Based on previous studies, grouped stakeholder performance into 9 categories like table below:

No Name of stakeholder performance Source

(Ali, Al- Sulaihi, & Al- Gahtani, 2013) (Goodenough

D Oppong, Chan, & Dansoh, 2017) (Enshassi, Mohamed, & Abushaban, 2009)

2 Complete the project schedule as the original plan

& Do, 2021) (Enshassi et al., 2009) (Cho, Hong, & Hyun, 2009)

3 The cost of the project is within the budget

(Ali et al., 2013) (Cho et al., 2009)

4 The quality of the work is achieved as required

& Do, 2021) (Ali et al., 2013) (Enshassi et al., 2009)

6 Reputation of the stakeholder is enhanced

D Oppong et al., 2017) (Goodenough Dennis

No Name of stakeholder performance Source

D Oppong et al., 2017) (Andjani, 2021) (Enshassi et al., 2009)

8 The level of credibility of the stakeholder for future projects

9 Do not litigation or legal troubles

(Almutairi, Kashiwagi, Kashiwagi, & Sullivan, 2020) (Dogan, 2019)

All project-related stakeholders, such as the Owner, Main Contractor, Subcontractor, Designer, Consultant, Contractor, and Supplier, must work together to finish and operationalize a project The building phase is the most crucial period In an urban project, many contractors are concurrently executing many different things, or many contractors are simultaneously building many different items

- Managing a large number of projects at the same time, as well as a large number of urban projects

- The project involves several stakeholders at the same time

- The project has a significant budget and cash flow

- The creation, execution, administration, and operation of numerous projects at the same time are complicated

- Need large human resources as well as equipment

- Because so many contractors are working on the same project at the same time, the management process is fraught with dangers

- The project has a size from 100 ha to over

- The project includes streetscapes, buildings, soft and hard landscaping, signage, lighting, roads, and other infrastructure The physical texture of an urban area is referred to as urban fabric

- Strategically developing technological and social infrastructure

The diagram showing the stakeholders' joining in a project follows the figure below:

Figure 2.2 Categorizations Of Stakeholders (Molwus, 2014)

Related Studies

Source Year Title of the paper Objectives Methodologies Results

Cost Impacts, Scheduling Impacts, and the Claims Process during Construction

In addition to the seven scenarios, there is a construction claims section that discusses many of the concerns that may arise from a claim There is a discussion of various preventive measures that may be taken to limit the harm caused by the issues

Simulate impacts on a typical project cost history and schedule

Each scenario is described in detail, and the damages caused by the situation are quantified There is a section on construction claims for each of the seven situations, and it covers a wide range of topics There is a debate on how to reduce the harm caused by the difficulties that have been described

Construction claims in the United Arab Emirates: Types, causes, and frequency

As a result of these statements, it seems that building has ceased and projects have been delayed

This study examines data from 124 construction claims for a range of building projects in Dubai and Abu Dhabi, United Arab Emirates

The data was evaluated, and the findings and suggestions for reducing or preventing claims in construction were presented

Source Year Title of the paper Objectives Methodologies Results

Significant factors causing delay in the UAE construction industry Construction Management and Economics

Delays in the building are one of the most prevalent obstacles in the construction industry In terms of time, cost, quality, and safety, delays have a detrimental impact on the success of a project In a nation like the United Arab Emirates, building delays affect the whole economy, not just the construction sector

Literature review, questionnaire survey, the Relative Importance Index (RII), The Spearman rank correlation coefficient

Some recommendations are made to aid UAE construction professionals in minimizing construction delays and the problems that come with them Building delays in the UAE have been linked to a shortage of personnel This might be due to the greater claim causes in the UAE construction sector forcing contractors to cut down on this resource to compensate for others

Delay and cost overruns in Vietnam large construction projects: A comparison with other selected countries

The two criteria for a successful project and good project management are on- time completion and on- budget costs Construction projects in Vietnam’s are notorious for being late and over budget

Literature review, questionnaire survey, The Frequency Index (FI), Severity index (SI), Importance index

There are some suggestions given to help UAE construction workers avoid delays and the problems that come with them

A lack of workers has been blamed for the UAE's construction delays This could be because contractors in the UAE construction industry have to cut this resource to make up for others After all, pay has gone up

Source Year Title of the paper Objectives Methodologies Results

Tác dộng của các yếu tố rủi ro trong dự án xây dựng và giải pháp

- Impact of risk factors in construction projects and solutions

Research finds ways to cope with the many changes that occur during project implementation, thereby preventing the project from being completed on time and within budget

Questionnaire survey, Cronbach’s alpha, (Exploratory Factor Analysis) EFA, SPSS

The research results show that four risk factors negatively affect the outcome of the project such as financial, technical, management, and market risks

Risk analysis in the management of urban construction projects from the perspective of the employer and the contractor

To give contractors and employers tranquility, strategies for eliminating or minimizing dangers in high- risk regions have been proposed

Literature review, questionnaire survey, risk matrix

The survey results from various groups revealed six factors: low subcontractor commitment to quality of work, failure of foreign contractors to complete detailed engineering on time, lack of contractors' financial resources, contractors' offering lower-than-reasonable prices to win the bid, delay in payment of contractors' claims and statements due to weaknesses in handling financial documents, and governance based on relationships as opposed to rules

Rủi ro dự án, quản lý rủi ro dự án và các

Identifying risks and clarifying the risk

The six risk management methods, as well as the

Source Year Title of the paper Objectives Methodologies Results ro cơ bản (Project risks, project risk management and basic risk response strategies) risk response strategy for the project are essential to increase the opportunities and reduce the risks to the project objectives The article clarifies the concept of project risk and related concepts and presents the attitude to dealing with risk techniques discussed, may assist not only the project owner but also other project stakeholders in efficiently managing project risks

Khảo Sát Và Xây Dựng Mô Hình Đánh Giá Nguyên Nhân Chậm Trễ Tiến Độ Trong Các Dự Án Đầu Tư Xây Dựng Sử Dụng Vốn Nhà Nước

- Examining And Developing Model For Assessing Causes

Of Delay In Construction Projects Invested By Govermental Funds

In Vietnam's building business, delays have been and continue to be a major issue Several studies have looked at the major reasons for building project delays

These investigations, on the other hand, are often broad in character, not unique to each set of work products or place

The progress of state capital investment projects in Bac Lieu province is investigated in this research

Literature review, questionnaire survey, the Relative Importance Index (RII),

The research results show that

5 reasons have the strongest impact on the possibility of delay in the view of all project participants, including the financial ability of the contractor and difficulty in funding for implementation

The study will assist both academic and professional

The method of the study was

A large number of papers have been examined in this field

Source Year Title of the paper Objectives Methodologies Results rsyah,

2017) delays and project management in developing countries sources, Scimago Journal Rank (SJR) categories, with 53 of the most common causes of delay being identified as significant in developing nations The delays have a significant impact on project objectives such as schedule and cost overrun

Causes of delay in residential construction projects in Cambodia

Cambodia's building sector is a major contribution to the country's economic growth and development Identifying the different parameters for a construction project delay using residential construction projects as a starting point A survey of contractors and consultants was conducted, and the findings were analyzed

Literature review, questionnaire survey, the Relative Importance Index (RII), Spearman’s rank correlation

The study's main contribution to the global construction management community is the identification and grading of the causes for project delays in construction on any local factors A considerable percentage of the issue of project delays might be avoided by identifying and addressing the main underlying causes of project delays

Investigation on the Factors Influencing Construction Time

Time and cost overruns have become commonplace in the majority of building projects throughout the globe Cost estimation and schedule extensions have resulted in a great deal of waste and lost

Questionnaire survey, a pilot study was carried out to test and prove the questionnaire

When it comes to building time and expense overruns, this study starts with a review of the relevant literature According to published studies, there are

19 different types of reasons why construction projects run

Source Year Title of the paper Objectives Methodologies Results parties As a consequence, this research investigated the variables that impact time and cost overruns in Penang, Malaysia, high-rise development projects reliable and clear to be answered in a way that helps to achieve the target of the study primary reasons for cost and time overruns were determined based on the replies collected Because of the time and expense overruns involved with high-rise building construction project delays, it's important to identify the issues to have a better knowledge of what's causing the delays

Study of Delay Analysis in Residential Building Project Fuzzy Approach Questionnaire Survey

As a consequence of the existing hazards and growing complexities of modern construction projects, industrial delays and cost overruns have become commonplace Using a range of approaches, researchers and clinicians have evaluated the cost of project delays and the anxiety of delays among participating businesses

Fundamental delay analysis is regarded as one of the most trustworthy methodologies for assessing building delays

Literature review, questionnaire survey, the Relative Importance Index (RII), Critical Relative Index (FUZZY) process

Summary Chapter 2

This chapter presents the following:

- The definition and characteristics of urban city projects, claims cause, and stakeholder performance

- A synthesis of papers about claims causes leads to project delays and cost overruns (including project title, research object, research method, and results)

- The claims were determined from a selection of studies incorporating expert opinion to add additional claims, affecting cost and schedule with 33 aggregated claims

- The next chapter will present the research process, survey procedure, and survey data analysis methods.

THE THEORETICAL BASIS AND RESEARCH METHODS 24

Research Methodology

3.1.2 Summary of The Research Process

Chapter I: The most important first step is to define the research problem and objective so that the right research can be conducted And the research objective here is determined to be the claimed causes affecting the schedule and cost of urban projects Find tools that demonstrate the relationship between claim causes and stakeholder performance

Chapter II: The claims affect the cost and schedule of urban projects based on definitions, research, journals, expert opinions, and the opinions of people with experience

Chapter III: The questionnaire will be designed based on the objectives and list of claims The questionnaire will be piloted before the official survey The pilot survey will be sent to experts or experienced people for corrections

Chapter IV: After completing the official questionnaire, the survey and data collection will be conducted

After the data is collected and checked, the analysis will be conducted with SPSS

Chapter V: Using AMOS software to show relationships between groups

Through SEM model analysis, proposed measures to manage claims caused to affect the cost and schedule of the urban project.

Questionnaire Design

Based on the summary of the claims causes from the previous studies, journals, and consultations with experts and experienced people on the relationship between the performance of stakeholders and the claims caused by affecting cost and schedule to design the questionnaire

- Part 1: General Information, to collect general information about survey participants This is an important part of the decision in the survey results

- Part 2: Describe how the claims are affecting the cost and timeline of urban projects The items respond on a 5-level Likert scale to assess the level of influence

- Part 3: State the criteria for evaluating the performance of stakeholders in urban projects Items on a 5-level Likert scale to evaluate the respondents' levels of agreement

To conduct data collection, it is important to determine the sample size The purpose of sample size requirements is to assure the dependability of survey data However, it must be feasible in terms of finance and implementation Here are some examples of identifying techniques often covered in previous studies

1 Calculating the sample size for categorical data: (followed by Hamed Taherdoost) (Taherdoost, 2017)

𝐸 2 ( 3.1) With: n is the required sample size

P is the percentage occurrence of a state or condition

E is the percentage maximum error required

Z is the value corresponding to the level of confidence required

2 Sample size according to EFA (Joseph F Hair, 2011)

EFA requires a minimum sample size of 50, and 100 or more is preferred The minimum sample size ratio is 5:1, which corresponds to a minimum sample size of 5 samples per research variable For instance, your research table contains ten variables (excluding questions like age and job) 5 x 10 = 50 samples are the minimum number of variables that must respond to the survey

In practice, being able to obtain a large number of samples takes a lot of time Moreover, with in-depth studies related to management, which require experience and a high level of expertise, this is even more difficult So, sampling from 4 to 5 times the research variable is acceptable

Currently, according to the study with 33 observed variables, the minimum number of samples needed is 132 samples Through the survey, the written obtained 171 samples.

Research Data Collection Method

Sampling depends a lot on the purpose and type of study Since the study has no conditions on information, cost, and time for random sampling, we can take non- probability sampling The non-probability sample is not a good way to represent the whole population, but it is good enough for the study

The questionnaire was delivered to the surveyors by email, zalo, viber, and internet (Google Form), and sent directly to the surveyors Sending the survey directly is still preferred because it is possible to solve what points are not clear to the surveyor, and the results will be high.

Methods of Screening Survey Samples

Review the questionnaire data sheet received With the missing questionnaires, then will be contacted to ask for additional information from the surveyors At the same time, looking at and getting rid of respondents showed that the analysis results were not suitable

- Consider the subjects who have participated in urban projects, because they are experienced and capable of reflecting on the real situation

- The questions on the scale are not random or selected at the same level for the whole survey

- The respondents answered not when predicting whether the claim would affect the cost and schedule for the new urban project

The following is a summary of the method's content and the research results' analytic work

- Relative Importance Index (RII) Analysis: Using the Relative Importance Index (RII) to determine the ranking of claim causes

- Statistical analysis of the survey is shown by the graph, average sample, and variance calculated by SPSS software

- Analysis of reliability coefficient: Cronbach's alpha coefficient by SPSS software

- Use EFA (Exploratory Factor Analysis) and SPSS to look at the variables in the study paper so that the groups of factors match the survey data

- Confirmatory Factor Analysis (CFA) was performed using AMOS software

- Building a model showing the relationship between the claims affecting the cost and schedule of urban projects and the performance of stakeholders using an SEM (Structural Equation Model) model using AMOS software

- Use Visio software to state remedial measures

3.4.2 Using Relative Importance Index (RII) to Determine the Ranking of Claim Causes

The determine the degree of significance of "the claims cause impacting to cost and schedule for new urban city project in Vietnam," the Relative Importance Index (RII) was computed using the following equation: Importantly, the notion of RII enabled rating the overall weight of the elements using the same weight allocated to each factor The relevance of qualities for each actor or group component is deemed significant if the RII is larger than or equal to 0.50

W = weight assigned by the respondents for each factor (1 to 5)

A = maximum weight (i.e 5 in this case)

Answer = Number of respondents The higher the RII value, the more important the delay

3.4.3 Mean Value to Rank Variables

Based on the survey's 5-point Likert scale and SPSS software, the average value of the complaint factor's influence on the cost and progress of urban projects was calculated The variables will be ordered from most influential to least influential In addition, provide commentary on the mean values of the variables

The purpose of Cronbach's alpha coefficient is to determine the reliability of the scale utilized in the study Check to see if they are extremely dependable, excellent, and consistent with the research paper's values

Cronbach’s alpha coefficient is calculated as (Arifin, 2018)

- K is the number of rate items (Usually corresponds to the question number)

- Squared is 𝜎 𝑌 2 𝑖 is the variance related to item i

- 𝜎 𝑋 2 is the variance related to the total observed score

Cronbach's alpha coefficient is a coefficient that enables one to determine whether certain observed variables belong to a research variable (latent variables, factors) If this is the case, then it is an appropriate coefficient (Joseph F Hair, 2011)

Table 3.1 Reliability Rating (Joseph F Hair, 2011)

The factor scale is inadequate (maybe in the research environment the subject does not have a perception of that factor)

2 If Cronbach alpha range from

≥ 0.6 to < 0.7 Acceptable with new research

3 If Cronbach alpha range from ≥

4 If Cronbach alpha range from ≥

0.8 to < 0.95 The scale has good reliability

Acceptable but not excellent, should take into account observed variables that may have "coincidence" In other words, an excess observed variable on the scale is possible It is comparable to the situation of multicollinearity in regression, in which the redundant variable must be removed

Criteria to evaluate whether a variable contributes value to the factor or not

3.4.5 Analyze the Variables EFA (Exploratory Factor Analysis)

In quantitative research, Exploratory Factor Analysis (EFA) is a prominent approach for determining the underlying general structure of a set of observed data.(Joseph F Hair, 2011)

The EFA method of factor analysis falls under the category of interdependence methods; thus, there is no dependent or independent variable; rather, the approach is based on the correlation between variables (interrelationships) EFA is used to reduce k observations to F (F < k) factors that are more important This reduction is based on the idea that there is a linear relationship between factors and basic variables (observed variables)

When doing an EFA analysis, it is vital to guarantee the following two factors:

Rule 1: Make sure the validity converges

Variables having identical qualities converge on the same factor In a rotation matrix, these variables will be represented in the same column

Observed variables converge on this factor and must be separated from those convergent on other factors When shown in a rotation matrix, each group of variables will be split into its column

- The KMO coefficient (Kaiser-Meyer-Olkin) is an indicator used to determine if factor analysis is acceptable KMO must attain a minimum value of 0.5 ≤ KMO ≤ 1 The greater this number is, the more closely the study data set matches the factor analysis

- Bartlett's Test of Sphericity is used to analyze the association between observable variables in a component The sig bar for Bartlett's test < 0.05 for the test to be significant, indicating that there is a correlation between the observed variables

- The Eigenvalue is a typical measure for determining the number of components in EFA analysis According to this criterion, only factors with an Eigenvalue ≥ 1 are kept in the analytical model

- The fact that the Total Variance Explained ≥ 50% indicates that the EFA model is suitable This number indicates how much of the extracted components are condensed and how much of the observed variables are lost when the variation is set to 100%

Factor loading, also known as factor weight, represents the relationship between the observed variable and the factor The correlation between an observable variable and a factor increases as its factor loading coefficient increases, and vice versa Followed Hair & & Black, William & Babin, Barry & Anderson, Rolph & Tatham, R.L (2009,116), Multivariate Data Analysis, 7th Edition:

- Factor Loading at ± 0.7: The observed variable has very good statistical

- Factor Loading at ±0.5: The observed variable has good statistical significance

- Factor Loading at ±0.3: Minimum condition for the observed variable to be retained

Consider the same sample size and consider the standard value of factor loading With each interval of sample size, the degree of factor weight necessary for the observed variable to be statistically significant changes The following table will be presented in detail

Table 3.2 Guide For Sample Size Based On Factor Loading (I SA ,2020) (ISA 2020)

In reality, each load factor level for each sample size period is tough to recollect, hence researchers often use the two methods outlined below:

- Method 1: The load factor of 0.5 is a high-quality observation variable, as indicated by several studies In the great majority of instances, the usual load factor of 0.5 should be utilized

- Method 2: With sample sizes ranging from 120 to less than 350, the standard load factor is 0.5; with sample sizes of 350 or more, the standard

Steps to implement EFA (figure 3.1)

Figure 3.2 Exploratory Factor Analysis Implementation Steps (Almutairi et al., 2020)

3.4.6 Analyze the Variables CFA (Confirmatory Factor Analysis)

Confirmatory factor analysis (CFA) is the next step after exploratory factor analysis (EFA) and entails the creation of measurement models that are identified, tested, and adjusted independently The goal of CFA is to make good measurement models that can be used to evaluate structural models

Summary Chapter 3

Chapter 3 covers the following topics:

- The research process and methods to perform general research are covered

- Describes how to create the questionnaire, define the survey questions, and select the collection sample as well as the process of survey data filtering

- Methods for analyzing survey data include Cronbach's alpha reliability analysis, exploratory factor analysis (EFA), confirmatory factor analysis (CFA), and structural equation modeling (SEM) By using analytical tools such as RII, Mean, SPSS, and AMOS.

ANALYSIS DATA

Survey Data Processing

After gathering the survey responses, 174 findings were obtained by examining the questionnaires

Respondents to the study did not believe that the predicted reasons for the claim will influence the project's cost or schedule Three samples were discarded, leaving 171 samples

The following group of survey respondents said that they have never been involved in an urban project Because these survey samples lack the expertise necessary for impartial evaluations The written deleted an extra 20 survey samples from a total of 171

Next, exclude respondents with less than three years of expertise since a thorough grasp requires a great deal of experience

Through preliminary screening procedures, 135 samples were collected for further analysis.

Descriptive Statistics of Survey Results

Descriptive statistics of the survey responses in part 1 are shown in the graphs below:

4.2.1 The Experience in The Construction Field

Table 4.1 Statistics of The Respondents’ Experience in the Construction Field

Experience in Construction Quantity Percent %

Figure 4.1 Shows The Respondents’ Experience In Construction Field

As shown in the table and graph, 40.0% of respondents had more than 10 years of experience, followed by 28.9 % with 3 to 5 years of experience, and 31.1% with 05 to 10 years of experience The study report depends heavily on survey replies from respondents with over ten years of expertise This adds to the study paper's increased credibility

01 THE EX PERIENCE IN THE CONSTRUCTION FIELD

4.2.2 The Type of Company the Respondent Is Working For

Table 4.2 Statistics of Type of Company the Respondent is Working For

Type of company working Quantity Percent %

Figure 4.2 Show Type of Company the Respondent is Working For

According to the survey participant chart, 0.7% of respondents have other employment The function of the board of project management accounted for 8.1%, the role of consultant-design contractor for 12.6%, followed by the position of the subcontractor, which accounted for 16.3% The general contractor accounts for 45.9% of the total percentage The survey reveals all components directly engaged in the project, and the aforementioned ratio also relates to a building project This adds to the

Table 4.3 Statistics of Respondents’ current position

Project Manager/Deputy Project Manager 15 11.1%

Head/Deputy Head of Functional Department 39 28.9%

Figure 4.3 Show Current Position of Respondents

The figure shows that 28.9 % are QA/QC supervisors, followed by 28.9 % of functional department heads/deputies, 18.5 % of architects/engineers, 11.1 % of project managers/deputies, and 8.1 % of directors/deputies, and 5.9 % of others Multiple players in a project are engaging in the review, so enhancing the study paper's authenticity and dependability

Project Manager/Deputy Project Manager, 15, Head/Deputy Head of 11%

Table 4.4 Statistics Number of Projects Participated

Number of projects participated Quantity Percent %

Figure 4.4 Show Number of Projects Participated

According to the graph, 14.1 % participated in less than five projects, 49.6.3% participated in between five and ten projects, and 36.3% participated in more than ten projects The number of persons who have participated in between five and ten projects, and over ten projects help to the dependability of the research paper; a high percentage contributes to the reliability of the research paper

4.2.5 The Scale of Project Capital Respondents Participated

Table 4.5 Show Scale of Project Capital Respondents Participated

Scale of Project Capital Respondent Participated Quantity Percent %

Figure 4.5 Statistics the Scale of Project Capital Respondents Participated

Through the chart, it can be seen that the number of project participants with a capital between 200 and 500 billion accounted for the highest rate of 60.7 %, followed by the feedback of those participating in the project with a capital between 500 and 1,000 billion, accounting for 15.6%, while participation in projects under 200 billion accounted for 19.3 % and participation in projects over 1,000 billion accounted for 4.4 percent Through the number of surveys, it can be determined that the total number of respondents who participated in projects exceeded 200 billion, accounting for 80.7 %; with large-scale projects, the complexity of several work items tends to increase This demonstrates the relevance and enough expertise enquired for the urban project Besides

05 THE SCALE OF PROJECT CAPITAL RESPONDENTS

Using Relative Importance Index (RII) to Determine the Ranking of Claim

Table 4.6 RII Ranking of Claims Causes

Code Claims Causes RII Ranking

CC33 Unforeseen factors (Weather extreme, disease, natural disaster (Covid 19)) 0.821 2

CC12 Subcontractors are not qualification / Incompetent

Defective leads to failure and rework (The contractor does not control the quality of the work, causing repetitive work, causing loss of time and cost.)

CC8 Due to the contractor's lack of experience and ability in management 0.812 5

CC4 Inadequate early planning of the project (Lack of factual information to prepare for the site’s General Condition) 0.810 6

Late payment according to contractual commitments

(The Owner is late in paying the contractor in installments according to the contract, making it difficult for the contractor to pay suppliers and subcontractors.)

Lack of data to calculate construction tasks and resources (contractor calculates lack of work, does not predict the risks faced during construction)

CC13 Shortage of Materials on-site/ Late delivery or Poor- materials quality leads to change materials 0.809 8

CC14 Incomplete bidding information is provided 0.806 10 CC16

Additional Works / Owner's Change order ((The owner adjusts the design many times compared to the original approved drawing.)

CC9 Due to the contractor’s planning the wrong construction method Improper use of machinery and equipment 0.799 12 CC10

Execute does not comply with design documents (The contractor has the wrong size and type of materials compared to the approved design documents.)

0.797 13 The owner and the owner's project management board at

Code Claims Causes RII Ranking

CC2 Inaccurate estimate (take off quantity) 0.796 15 CC5

Delay in implementation of field construction work (The

Contractor started work late and finished the work later than planned)

CC6 The contractor does not meet the schedule set out in the contract 0.779 17

The quality management process has many flaws (there is no synchronization between the design consultant and the design consultant in terms of construction quality and acceptance)

0.775 18 CC7 The contractor does not meet financial requirements 0.773 19 CC21

Late approval sample/material/ design (The Contractor often adjusts some design details to facilitate construction and the Investor is slow to approve the change.)

High-quality requirements make the schedule difficult

(The owner or owner site manager requires a high quality of work The requirements are different from the regulations on construction quality.)

The design has many errors (Complicated design, inappropriate technology solutions, lack of design details, design confusion)

Poor material quality and errors in materials testing

(experiments are not according to the procedure, the experiment is not according to the prescribed criteria, they are not careful in the experiment, do not experiment)

Delay hand over the construction site premises (The

Owner delays handing over the site for the contractor to start construction)

CC18 Accelerate the project's schedule compared to the original schedule 0.745 25

CC28 Contract documents are unclear or ambiguous 0.713 26 CC25 The scope and responsibility of the project warranty 0.704 27 CC26 Site accidents due to a lack of safety measures 0.701 28 CC27 Due to non-compliance with authorized procedures 0.696 29

Code Claims Causes RII Ranking

The conflict between the stakeholders who joined the project (occurrences of fights, quarrels, causing difficulties at work due to differences in work attitudes and working culture)

Government intervention (due to improper construction by the contractor, not ensuring environmental sanitation and noise)

CC11 Due to workers' strikes, or stopping working 0.639 33

Through the table ranking of 4.6, all RII scales can be seen that all indexes are larger than 0.5, recognizing all the claims causes affecting the cost and progress of urban projects.

Using Mean to Determine the Ranking of Claim Causes

Table 4.7 Ranking Mean of The Claims Causes

Code N Min Max Mean Std

Code N Min Max Mean Std

Table 4.8 shows that claim causes like CC31 (Market price fluctuations), CC33 (Unforeseen factors (Weather extreme, disease, natural disaster (COVID-19)), CC12 (Subcontractors are not qualified/incompetent subcontractors), CC1 (Defective leads to failure and rework), and CC8 (Due to the contractor's lack of experience and capacity shown in table 4.6 These elements have a significant impact on urban developments, given their high mean values The study table reveals that the urban area project is affected by 11 very strong claims causes affecting, 17 strong claims causes affecting, and five medium claims causes affecting.

Comment on the Claims Causes in the Ranking Table

The survey found five reasons for claim causes strongly affecting urban projects:

Rank 1: CC1, Material price fluctuations.: This is the most potent and widespread kind of claim caused in today's economy Cement, steel, brick, and stone prices have risen considerably as a result of the interruption in the raw material supply chain Furthermore, the dramatic rise in gasoline and fuel prices had a significant impact on equipment and material transportation costs Contractors often conclude the acquisition of supplies after signing a building contract However, the cost of supplies rose so fast that the supplier was unable to meet their obligations, leaving the contractor with either a shortage of raw materials or a forced purchase at a higher cost Many firms will leave the project because they are unable to compensate for the price gap

Rank 2: Unforeseen factors (Weather extreme, disease, natural disaster

(CODID-19)): According to past research, elements such as weather and epidemics are often overlooked and underrated as significant project effects This perspective has been revised and updated after the COVID-19 pandemic Common issues during the COVID-

19 outbreak include a shortage of personnel resources for building projects, particularly foreign specialists, as a result of isolation and travel limitations Difficulties in accessing supplies, personnel, machinery, and building equipment, as well as extra charges, are driving up construction investment prices (such as stopping construction, causing additional costs; additional expenses for epidemic prevention and control) The schedule of urban projects hinders the pace and productivity of the project In the case of project contracts with set unit pricing or lump sum, failure to adapt to price variations, increases or declines, or nonpayment of incurred expenses would result in greater losses The disruption of the supply chain of materials, equipment, and construction machinery, increases input raw material costs, and drastically reduces labor productivity at the time of bidding and contract signing The above effects have had direct and significant effects on the stakeholders' ability to meet their contractual obligations, most notably by changing the schedule for contract performance, causing additional costs, and making contract performance more expensive

Rank 3: In urban projects, the issue of incompetent subcontractors is a typical occurrence Because the investor or general contractor mainly pays more attention to cost and profit during the bidding process and overlooks the contractor's abilities for a variety of reasons, including delays by all parties (due to unsatisfactory material, quality, and human resources) After winning the bid, subcontractors often fail to follow the contract's terms However, because they bid so low, they always win the bid And during the implementation process, these contractors frequently fall behind schedule, have to make numerous adjustments, and purposefully try to persuade the owner to upgrade the package's price, thereby increasing the total investment and, ostensibly, reducing investment efficiency On the other hand, the quality of equipment or materials is poor Suppliers and material standards change As a result, the contract price is higher than the initial contract price

Rank 4: Defective leads to failure and rework: large construction projects, such as urban regions, cannot avoid disparities in the quality of identical building materials makes the building susceptible to cracks, concrete surface pitting, and wall penetration

Or the MEP contractor lacks the pipe, necessitating the opening of the floor hole, which incurs additional expenses and delays This claim cause is quite common in construction projects because stakeholders do not know much about the construction process and quality This claim cause is quite common in construction projects because stakeholders do not have knowledge about the construction process and quality standards

Rank 5: Due to the contractor's lack of experience and capacity in management:

Significantly contributing to the success of building projects, contractors are a crucial and priority element As a result, the failure of the investor to estimate the contractor's competence concerning the scope of the job can have significant effects on the project

In the process of selecting a contractor, many investors are only concerned with the capabilities Nevertheless, throughout the building process, several issues may arise that will raise the cost relative to the original state contract Simultaneously, the inability to link project stakeholders, inappropriate management, and the division of labor among subcontractors hinder the project's schedule, and the quality of the project cannot be assured Moreover, this impacts the investor's reputation

The five claimed causes have little impact on urban projects, according to the survey:

Rank 29: Due to non-compliance with authorized procedures: With mean =3.48

< 3.5 this cause has a moderate impact on the undertaking However, this problem has not been well examined because, in reality, authorization of building subsidiary firms is relatively widespread nowadays and disputes over construction contracts are growing increasingly complex If the stakeholders concerned lack sufficient expertise and understanding of the current legislation, it will be easy for legal issues and disagreements to arise Following the bid documents, the authorization must be provided in writing to the bid solicitor, as the use of the seal in the event of authorization may be the contractor's seal or the seal of the unit to which the individual is authorized The authorized person is not permitted to continue authorizing others Due to the stakeholder’s lack of experience and knowledge of the current legal regulations, the claim cause affects the schedule and cost of the project

Rank 30: Different interpretations of contract terms: According to the results of the study, the effect of this claim was 3.41, which is average In truth, many contracts are quite vague and lack the essential material that serves as the contract's foundation The terms alluded to may include those on the subject matter of the contract, price and method of payment, quality, time, and delivery In addition to achieving a balance between the rights and interests of stakeholders, it is crucial to ensure that the law is applied correctly and responsibly Extremely dangerous is the situation in which the stakeholders agree on the terms of the contract, but these terms are inconsistent with the law

Rank 31: Conflict amongst the project stakeholders: although the mean reached

Because there is a barrier to exchanging information throughout project building due to the vast volume of information created by stakeholders To be successful, construction project management requires the efficient coordination of several stakeholders throughtout of the project (owner, board of project management, supervision consultant, design consultant, and contractor)

Rank 32: Government intervention: According to the mean scale, the cause has a 3,341, effect level In actuality, the state and its agencies significantly impact urban projects Construction projects are indirectly affected by this claim cause’s result For instance, the investor gives the contractor construction plans that do not follow the planning scheme authorized by the governmental agency Departments and agencies will examine the contractor throughout the construction process, and the project will be halted if it does not follow the plan This impeded the schedule Additionally, the project must be corrected in compliance with the authorized planning design, which raises the additional cost

Rank 33: Due to workers' strikes, or stopping working: Using the mean scale, the amount of impact is 3,193 points In reality, worker strikes and work stoppages are uncommon in Vietnam The primary factor is the investor's or contractor's financial standing They are failing to pay wages by rules, prompting construction employees to cease work Not only does this impact the project's progress and budget, but it also influences the project's timeline and scope It also immediately impacts the owner's or contractor's reputation in the market

4.6 Check Reliability Scales for Claims Causes Affecting Cost and Schedule

Check the reliability scale for claims of causes affecting progress and cost For statistical testing of the reasonableness of the scale before conducting data analysis

Table 4.8 Case Claims Causes Processing Summary

Total 135 100.0 Table 4.9 Cronbach's Alpha Coefficient

Reliability Statistics Cronbach's Alpha N of Items

Table 4.10 Cronbach's Alpha Coefficient Claims Causes Scale

Cronbach's Alpha if Item Deleted

Cronbach's Alpha if Item Deleted

- Result Cronbach’s Alpha (in table 4.9 ) = 0.921 > 0.6

- The coefficients in the column “Corrected Item-Total Correlation” are all greater than 0.3 Particularly CC13 = 0.286 < 0.3, temporarily accepted to keep for observation

- Coefficients in column Cronbach’s alpha if item deleted less than or equal 0.921 (in table 4.10)

- The results show that the data have high reliability and close relationship with each other, so it is possible to continue the analysis.

Check Reliability Scales for Stakeholders Performance

Table 4.11 Case Stakeholders Performance Processing Summary

Table 4.12 Cronbach's Alpha Stakeholder Performance Scale

Reliability Statistics Cronbach's Alpha N of Items

Table 4.13 Cronbach's Alpha Coefficient Stakeholder Performance Scale

Code Name of stakeholder performance

Cronbach's Alpha if Item Deleted

SP1 Profit achieved as expected 0.613 0.861

SP2 Complete the project schedule as the original plan 0.631 0.859

SP3 The cost of the project is within the budget 0.571 0.865

SP4 The quality of the work is achieved as required 0.626 0.860

SP6 Reputation of the stakeholder is enhanced 0.663 0.856

SP8 The level of credibility of the stakeholder for future projects 0.676 0.855

Code Name of stakeholder performance

Cronbach's Alpha if Item Deleted

SP9 Do not litigation or legal troubles 0.641 0.859

- Result Cronbach’s Alpha (in table 4.12 ) = 0.87 > 0.6

- The coefficients in the column “Corrected Item-Total Correlation” are all greater than 0.3

- Coefficients in column Cronbach’s alpha if item deleted less than or equal

- The results show that the data have high reliability and close relationship with each other, so it is possible to continue the analysis.

Analyze the Variables EFA (Exploratory Factor Analysis) Claims Causes

Continue analyze of level 33 of the claims causes after checking the reliability scale The observed causes will be reduced to groups with representative factors

Table 4.14 Result KMO And Bartlett’s Test

Kaiser-Meyer-Olkin Measure of Sampling Adequacy

- From the KMO and Bartlett's test results:

- The coefficient KMO = 0.89 > 0.5 satisfies the study's analytical requirements

- Bartlett's Test of Sphericity with Sig.=0.000 < 0.005, indicates that observed variables in the population are correlated And the EFA factor analysis is suitable

Initial Eigenvalues Extraction Sums of

Rotation Sums of Squared Loadings

Initial Eigenvalues Extraction Sums of

Rotation Sums of Squared Loadings

Extraction Method: Principal Component Analysis

- Followed table 4.15, Total Variance Explained: can be seen that the data used to analyze the variables is completely appropriate

- Initial Eigenvalues = 1.366 > 1 (The results show that there is a partial variation explained by each claim cause, and the derived claim cause best summarizes the information)

- Cumulative at column “Rotation Sums of Squared Loadings” = 68.344% > 50%

- Data from EFA analytes is perfectly suitable

Through Table 4.16, the results of EFA factor analysis can be classified into groups according to the properties of each variable as follows:

Table 4.17 Grouping According to Claims Causes Properties

Contractor’s lack of experience and competence

CC4 Inadequate early planning of the project (Lack of factual information to prepare for the site’s General Condition) CC7 The contractor does not meet financial requirements

CC8 Due to the contractor's lack of experience and ability in management CC3

Lack of data to calculate construction tasks and resources (contractor calculates lack of work, does not predict the risks faced during construction)

CC9 Due to the contractor's planning the wrong construction method Improper use of machinery and equipment CC2 Inaccurate estimate (Take off quantity) CC1

Defective leads to failure and rework (The contractor does not control the quality of the work, causing

CC6 The contractor does not meet the schedule set out in the contract

Execute does not comply with design documents (The contractor has the wrong size and type of materials compared to the approved design documents.) CC5

Delay in implementation of field construction work (The Contractor started work late and finished the work later than planned) CC11 Due to workers' strikes, or stopping working

Uncontrollable objective and contractual problems

CC26 Site accidents due to a lack of safety measures CC28 Contract documents are unclear or ambiguous CC25 The scope and responsibility of the project warranty CC29 Different interpretations of contract terms

The conflict between the stakeholders who joined the project (occurrences of fights, quarrels, causing difficulties at work due to differences in work attitudes and working culture) CC32

Government intervention (due to improper construction by the contractor, not ensuring environmental sanitation and noise)

CC33 Unforeseen factors (Weather extreme, disease, natural disaster (COVID-19))

CC18 Accelerate the project's schedule compared to the original schedule

High-quality requirements make the schedule difficult (The owner or owner site manager requires a high quality of work The requirements are different from the regulations on construction quality.) CC19

Delay hand over the construction site premises (The Owner delays handing over the site for the contractor to start construction) CC16

Additional Works / Owner's Change order ((The owner adjusts the design many times compared to the original approved drawing.)

Poor material quality and errors in materials testing (experiments are not according to the procedure, the experiment is not according to the prescribed criteria, they are not careful in the experiment, do not experiment)

CC14 Incomplete bidding information is provided

CC15 The owner and the owner's project management board at the site are not qualified

Late payment according to contractual commitments (The Owner is late in paying the contractor in installments according to the contract, making it difficult for the contractor to pay suppliers and subcontractors.) CC23

The quality management process has many flaws (there is no synchronization between the design consultant and the design consultant in terms of construction quality and acceptance)

CC13 Subcontractors are not qualification / Incompetent

CC12 Shortage of Materials on-site/ Late delivery or Poor- materials quality leads to change materials

The design has many errors (Complicated design, inappropriate technology solutions, lack of design details, design confusion) CC21

Late approval sample/material/ design (The Contractor often adjusts some design details to facilitate construction and the Investor is slow to approve the change.)

The results from tables 4.15, 4.16, and 4.17 show that the explanatory data for the variation of the total variables is 68.334% And are divided into 5 groups which are explained as follows:

Group 1 Contractor’s lack of experience and competence: according to survey responses, the criterion that was most crucial in explaining the variability of the data construction contractors causes a lot of grave issues Lack of skill or experience could lead to the contractor using the incorrect construction technique, delaying the project, or even worse, injuring workers Incompetent contractors may execute the wrong design drawings, causing delays in the schedule and poor quality Besides that, the project's linked stakeholders as well as the group of subcontractors and suppliers are impacted by the inept general contractor Due to the contractor's delay, the owner may postpone the project handover commitment to the customer On the other hand, this will take longer for the subcontractors to finish the project than the signed contract said it would That leads to increasing labor costs or creating changes in the price of supplies as a result of the longer completion time than was anticipated by the project's original plan This harm stakeholder performance and diminishes the project's completion expectations

Group 2: Uncontrollable objective and contractual problems: causes during project construction, played the second most influential role in explaining the variability of the data with 19.351% This demonstrates the significance of concerns connected to price fluctuations, epidemics, and contracts Before the COVID-19 disease, the problem of diseases had not received much attention However, it has altered the perspectives of all project participants for various reasons, such as material price inflation, broken material supply chains, and lack of labor resources for the project Consequently, uncontrollable objective factors directly impact project stakeholders For instance, the general contractor or subcontractor will complete the project later than the agreed-upon deadline due to COVID-19 disease, a lack of human resources, or insufficient raw materials In addition, the general contractor or subcontractor may accept a breach of contract if material price fluctuations exceed the signed contract COVID-19 disease also guides designers' decisions in choosing design materials The material supply chain may not be guaranteed due to the constant fluctuation of material prices And this is also the cause of design errors, or slow response to the selection of material samples during the construction process, leading to project delays Ultimately, the owner will be responsible for the delay in progress; the quality of the work cannot be guaranteed, and additional costs will be increased compared to the initial budget This affects the stakeholder performance, such as reduced profits, slow schedule, quality of project not guaranteed, and reduced reputation in the market

Group 3: Inappropriate action of owner: the group is the third most important role, with an explanatory value of the data's variability of 18.49% (a relative value of approximately with group 2) This is an important group and strongly affects the claims caused by urban projects The owner has an extremely necessary role in the construction process, such as making timely decisions, following the correct acceptance procedures, and helping to limit the additional cost For example, in every project, the owner makes timely and correct decisions, which always play a key role Because this assists the owner in reducing the additional cost and standing behind schedule In addition, it helped designers limit technical design errors due to changed orders or late replies by the owner And it also helps the general contractor and subcontractors finish the project on time and to a high standard of quality In general, the role of the owner is critical to the success of a project Therefore, the owner should pay attention to reducing the claim caused by the way giving contractors complete bidding information helps contractors make accurate estimates; making the right decisions leads to fewer mistakes in the design and less extra work during the construction phase This helps to complete projects successfully and on time, like the stakeholder's original expectations

Group 4: Incompetent subcontractors and suppliers: The subcontractor group has a fourth influence, with a data variability of 5,283% The discrepancy between this group and groups 1, 2, and 3 indicates that the subcontractor group has a moderate impact on the causes of claims In reality, it can be observed when the principal general contractor hires a subcontractor who is unsuitable for specific work Similar to the MEP subcontractor for fire protection, it will not be able to obtain enough permissions for the state agency to take over and issue permits for the operation Subcontractors lacking the necessary skills and capacity for the scope of the project will result in delays, quality performance, and unsafe working conditions In additional, the selection of incompetent subcontractors has an impact on the construction schedule for the general contractor, other subcontractors, suppliers, and the owner This has a direct impact on the performance of the project's stakeholders, including a reduction in profits, a loss of credibility with customers, and the possibility of legal trouble

Group 5: with a data variation of 5.216%, the causes are related to the design team Group five's data variability is similar to that of Group Four This indicates the relative influence the designer has on the claims brought about by the project In reality, the project would appear to have many issues due to the unskilled designer and the failure to adhere to the owner's expectations, delaying the schedule and driving up expenses The designer uses materials that are inappropriate for the nearby construction site due to a lack of prior experience, which lowers the project's quality Choosing materials that are not available on the market causes a loss of production time or slows down the project schedule In actuality, the original design drawing is crucial If the drawing contains design flaws from the start, the owner's investment budget will be affected It affects the general contractor and subcontractors' estimations and construction processes This increases the claims caused to the project and reduces the stakeholder performance, such as impacting the project's timeline, increasing additional costs, and decreasing profits at the completion.

Analyze the Variables EFA (Exploratory Factor Analysis) for

Table 4.18 Result KMO and Bartlett’s Test

Kaiser-Meyer-Olkin Measure of Sampling Adequacy 0.868

- From the KMO and Bartlett's test results, it can be seen:

- The coefficient KMO=0.868>0.5 met the analytical conditions for the study

- Bartlett's Test of Sphericity with Sig.=0.000 < 0.005, Overall, the observed variables are correlated with each other And EFA factor analysis is suitable

Extraction Sums of Squared Loadings

Rotation Sums of Squared Loadings Total

Extraction Method: Principal Component Analysis

- Followed table 4.19 Total Variance Explained: it can be seen that the data used to analyze variables is completely appropriate

- Initial Eigenvalues = 1,563 (shows how much of the variation each claim cause explains, with the derived claim cause having the best summary of the information)

- Cumulative at column “Rotation Sums of Squared Loadings” = 67.408% >

- EFA analysis data is completely suitable

Table 4.20 Rotated Component Matrix Rotated Component Matrix a

Through Table 4.20, the results of EFA factor analysis can be classified into groups according to the properties of each variable as follows:

Table 4.21 Grouping According to Characteristic Stakeholder Performance

Stakeholders' expectations about business performance

SP8 The level of credibility of the stakeholder for future projects SP6 Reputation of the stakeholder is enhanced SP1 Profit achieved as expected

SP7 Achieve customer satisfaction SP9 Do not litigation or legal troubles

Stakeholders' expectations about project performance

SP4 The quality of the work is achieved as required

SP2 Complete the project schedule as the original plan

The results from tables 4.19, 4.20, and 4.21 show that the explanatory data for the variation of the total variables is 68.334%, and the variables are divided into 2 groups, which are explained as follows:

Group 1: Stakeholders' expectations about business performance: According to the responses received, group one has a variation of the data of 35.057% This is the group factor that has a strong effect on the stakeholders' willingness to join the project

In reality, stakeholders such as owners, general contractors, suppliers, designers, and consultants always expect business performance For instance, the profit is the same as anticipated after the completion of the project In addition, stakeholders want to increase their market reputation and customer satisfaction through the quality and timeliness of the completed and operational project And this contributes to enhancing the credibility of subsequent projects among stakeholders Due to the characteristics of the urban area, it has been a type of construction work for many different projects inside and has run for a lengthy time Lastly, it is always in the interest of stakeholders that the project be concluded without interruptions by legal issues This contributes to increasing the business performance of stakeholders when participating in the project

Group 2: Stakeholders' expectations about project performance: with a data variation of 32.352%, which is approximately the same as group one This also shows that second group is also an important group of causes affecting the actual effectiveness of the projects of stakeholders To ensure the project's profitability upon completion, stakeholders' expectations for the project's performance are demonstrated by elements such as cost management within budget In addition, complete the project on time and to the required standard to enhance the prestige and image of the project's stakeholders operation And the most important factor is ensuring worker safety, as this has the greatest impact on the reputation and legal standing of the project and its stakeholders

In brief, the project performance will have an impact on the stakeholders to guarantee the correct construction procedure, schedule, and quality.

Summary Chapter 4

The content presented in this chapter is as follows:

- Descriptive statistics of survey results

- Check and rank claim causes by using the "Relative Importance Index" (RII)

- Ranked claim causes the cost and schedule of urban projects to be affected by mean Explain the influence of the top 5 claims causes and the last 5 ranked claims causes

- Check the reliability scale of Cronbach's alpha

- Exploratory factor analysis (EFA), five factors are drawn from the claim causes, to name them And two factors derived from stakeholder characteristics are named.

MODEL DETERMINATION OF RELATIONSHIP

Confirmatory Factor Analysis (CFA)

Using AMOS software, verify the scale model by confirmatory factor analysis (CFA)

5.1.1 Confirmatory Factor Analysis Model (CFA)

From the results of the EFA analysis, are drawn into 7 factors Along with the observed variables, these variables are also part of the CFA model in the following ways:

Factor “Contractor lack of experience and competence - (GCL)” was measured by the variables CC4, CC7, CC8, CC3, CC9, CC2, CC1, CC5, CC11

Factor “Uncontrollable objective and contractual problems - (UOC)” was measured by the variables CC26, CC28, CC25, CC29, CC27, CC32, CC3

Factor “Inappropriate action of owner –(IAO)” was measured by the variables CC18, CC22, CC19, CC16, CC24, CC17, CC23

Factor “Incompetent subcontractors and suppliers - (ISS)” was measured by the variables C13, C12

Factor “Designer problems - (DEP)” was measured by the variables CC20, C21 Factor “Stakeholders' expectations about business performance - (BUP)” was measured by the variables SP8, SP6, SP1, SP7, SP9

Factor “Stakeholders' expectations about project performance – (PRP)” was measured by the variables SP3, SP4, SP2, SP5

Figure 5.1 The Original CFA Model

Figure 5.2 Analysis Results of CFA Model with Unstandardized Estimates

Figure 5.3 Analysis Results of CFA Model with Standardized Estimates

The suitability of the CFA model with the research data was evaluated according to the appropriate measures:

- GFI = 0.768 < 0.9 => Acceptable Due to the large number of variables but the small sample size, the GFI index is acceptable

Table 5.1 CFA -Unstandardized Regression Weights

Table 5.2 CFA - Standardized Regression Weights

CC4 < - GCL 0.743 CC7 < - GCL 0.754 CC8 < - GCL 0.763 CC2 < - GCL 0.748 CC3 < - GCL 0.772 CC9 < - GCL 0.746

CC6 < - GCL 0.746 CC1 < - GCL 0.750 CC10 < - GCL 0.731 CC5 < - GCL 0.686 CC11 < - GCL 0.655 CC26 < - UOC 0.874 CC25 < - UOC 0.827 CC28 < - UOC 0.845 CC30 < - UOC 0.825 CC32 < - UOC 0.821 CC29 < - UOC 0.844 CC27 < - UOC 0.839 CC33 < - UOC 0.690 CC31 < - UOC 0.730 CC18 < - IAO 0.822 CC22 < - IAO 0.842 CC14 < - IAO 0.785 CC19 < - IAO 0.815 CC24 < - IAO 0.811 CC16 < - IAO 0.796 CC15 < - IAO 0.799 CC23 < - IAO 0.691 CC17 < - IAO 0.743 SP8 < - BUP 0.820 SP6 < - BUP 0.794 SP7 < - BUP 0.618 SP1 < - BUP 0.730 SP9 < - BUP 0.734 SP5 < - PRP 0.727 SP3 < - PRP 0.758

SP4 < - PRP 0.827 CC13 < - ISS 0.749 CC12 < - ISS 0.945 CC20 < - DEP 0.804 CC21 < - DEP 0.891

Comment: All standardized regression weights are larger than 0.5 And all unstandardized regression weights with statistical significance (P-value UOC 0.113 0.061 1.870 0.061 GCL < > IAO 0.141 0.057 2.457 0.014 GCL < > BUP 0.288 0.061 4.730 ***

IAO < > ISS 0.037 0.055 0.671 0.502 IAO < > DEP 0.047 0.062 0.748 0.454 BUP < > PRP 0.211 0.047 4.455 ***

Comment: Through table 5.4, the largest component relationship is between

PPE and EXT = 0.341 < 0.9, so this model reaches discriminant validity

Build Structure Equation Model - SEM

Hypothesis 1 (H1): “Contractor lack of experience and competence - (GCL)” affects “Expected stakeholder performance when finished (BUP)” (+)

Hypothesis 2 (H2): “Uncontrollable objective and contractual problems - (UOC)” affects “Stakeholders' expectations about business performance - (BUP)” (+)

Hypothesis 3 (H3): “Inappropriate action of owner - (IAO)” affects

“Stakeholders' expectations about business performance - (BUP)” (+)

Hypothesis 4 (H4): “Incompetent subcontractors and suppliers - (ISS)” affects

“Stakeholders' expectations about business performance - (BUP)” (+)

Hypothesis 5 (H5): “Designer problem - (DEP)” affects “Stakeholders' expectations about business performance - (BUP)” (+)

Hypothesis 6 (H6): “Contractor lack of experience and competence - (GCL)” affects “Stakeholders' expectations about project performance – (PRP)” (+)

Hypothesis 7 (H7): “Uncontrollable objective and contractual problems - (UOC)” affects “Stakeholders' expectations about project performance - (PRP)” (+)

Hypothesis 8 (H8): “Inappropriate action of owner - (IAO)” affects

“Stakeholders' expectations about project performance – (PRP)” (+)

Hypothesis 9 (H9): “Incompetent subcontractors and suppliers - (ISS)” affects

“Stakeholders' expectations about project performance – (PRP)” (+)

Hypothesis 10 (H10): “Designer problem - (DEP)” affects “Stakeholders' expectations about project performance – (PRP)” (+)

Figure 5.5 SEM model unstandardized estimates

Figure 5.6 SEM Model Standardized Estimates

The fit of the SEM model with the research data was assessed according to the appropriate measurement indicators:

- GFI = 0.768 < 0.9 => Acceptable Due to the large number of variables but the small sample size, the GFI index is acceptable

Figure 5.7 SEM - Unstandardized Regression Weights

BUP < - IAO 0.167 0.063 2.659 0.008 BUP < - ISS 0.184 0.075 2.452 0.014 BUP < - DEP 0.227 0.072 3.169 0.002 PRP < - GCL 0.16 0.069 2.316 0.021 PRP < - UOC 0.166 0.055 3.011 0.003

- Following table 5.7, the unstandardized estimated SEM model, the results satisfy the criteria, and the P-values are all less than 0.05 (with 95% confidence)

5.2.3 Description Relationship of SEM Model

SEM model is shown the relationship between groups of factors (figure 5.8) below

Contractor s lack of experience and competence - (GCL)

Uncontrollable objective and contractual problems

Inappropriate action of owner –(IAO)

Incompetent subcontractors and suppliers - (ISS)

Designer s lack experience and competence - (DEL)

Stakeholders' expectations about business performance - (BUP)

Stakeholders' expectations about project performance – (PRP)

Figure 5.8 The Model Represents the Relationship Results

5.2.3.1 Contractor’s Lack of Experience and Competence - (GCL)

Through the SEM analysis results, the factor “Contractor’s lack of experience and competence - (GCL)” is the most important factor, having a strong influence on factors such as “Stakeholders' expectations about business performance - (BUP)” with regression weights is 0.288 and “Stakeholders' expectations about project performance – (PRP)” with regression weights is 0.16 Including claims causes like “ Defective leads to failure and rework, Inaccurate estimate (Bill of quantity), Lack of data to calculate construction tasks and resources, Inadequate early planning of the project, Delay in set out in the contract, The contractor does not meet financial requirements, Due to the contractor's lack of experience and capacity in management, Due to the contractor's planning the wrong construction method and using inappropriate machinery and equipment Execute does not comply with design documents, and Due to workers' strikes, or stopping working” Because a large project is like an urban, the general contractor factor is extremely important in affecting the claims causes and the efficiency of the stakeholder performance If this factor does not perform well, it will affect stakeholders such as subcontractors, suppliers, supervision consultants, designers, and investors This also raises many problems in terms of schedule, quality, cost, and labor safety And makes the project unable to be completed as expected by the stakeholders, reduces the project's implementation efficiency, and generates many claims causes between stakeholders In general, the general contractor is a key part of making sure that the whole project is done well and successfully

For example, a general contractor that is not suitable for the project scale often causes many serious consequences for the project (https://kinhtevadubao.vn/nha-thau- kem-nang-luc-se-khong-con-co-hoi-9910.html; https://laodong.vn/ban-doc/nha-thau- nang-luc-kem-cong-trinh-tru-so-hon-16-ti-cham-tien-do-2-nam-943392.ldo) It can be observed that the owner has some influence over the selection of a suitable general contractor for the project Regarding the selection of contractors, we simply consider the financial factors and disregard qualities such as experience and ability It will result in project delays, financial overruns, and poor quality

5.2.3.2 Uncontrollable Objective and Contractual Problems - (UOC)

Through the SEM analysis results, the factor “Uncontrollable objective and contractual problems - (UOC)” is the most important factor, having a strong influence on factors such as “Stakeholders' expectations about business performance - (BUP)” with regression weights is 0.249 and “Stakeholders' expectations about project performance – (PRP)” with regression weights is 0.166 Including claims causes like “ Market price fluctuations, Unforeseen factors (Weather extreme, disease, natural disaster (COVID-19)), The scope and responsibility of the project warranty, Site procedures, Contract documents are unclear or ambiguous, Different interpretations of contract terms, the conflict between the stakeholders who joined the project, Government intervention” The claims caused by this group impact are always the project's stakeholders' prioritized concerns It is impossible to predict or calculate In addition, there is currently no means to develop an effective backup plan for the aforementioned issues In reality, contractors always have strategies to divide the risks associated with this group of parameters, but the influence of these factors on the efficiency of the project and its stakeholders is substantial

For example, a major project with a lengthy construction duration is an urban project Consequently, raw material price changes are unavoidable However, the impact of COVID-19 contributed to the dramatic increase in material price fluctuations caused by the interruption of the supply chain Typically, steel prices around the end of May 2021 reach 20,000 VND/kg, representing a 40%t rise over the same period in the previous year Weekly adjustments to steel prices are ongoing (which is very rare in history) Not only has the price of steel climbed by 15% to 30%, but so has the price of sand, cement, stone, electrical supply, and water Even golden sand occasionally reached a price of 500,000 VND/m 3 , which was double that of the same time frame The increase in the cost of construction materials has a significant impact on ongoing or soon-to-be-deployed building projects Before this occurrence, several contractors had sought a suspension of operations Some have even accepted contract termination for infractions The increase in the price of construction materials greatly affects the construction work in progress or starting to be deployed In this situation, some contractors who requested to suspend work Some even accepted violations to terminate the contract And these projects cannot be constructed on schedule, with quality, and at a cost that conforms to the set budget Therefore, it can be seen that the group of

"external" factors affecting the stakeholder performance, the effectiveness of stakeholders, and the claims caused by them are all very strong

5.2.3.3 Inappropriate Action of Owner –(IAO)

Through the SEM analysis results, the factor “Inappropriate action of owner –

“Stakeholders' expectations about business performance - (BUP)” with regression weights is 0.167 and “Stakeholders' expectations about project performance – (PRP)” with regression weights is 0.19 Including claims causes like “Incomplete bidding information is provided, The owner and the owner's project management board at the site are not qualified, Additional Works / Owner's Change order, Late payment according to contractual commitments, Accelerate the project's schedule compared to the original schedule, Delay hand over the construction site premises, High-quality requirements make the schedule difficult, The quality management process has many flaws, Poor material quality and errors in materials testing” In terms of actual construction, the owner factor always has a strong influence on the stakeholder performance and the claims affect the urban project The cost, schedule, quality, and parties engaged in the project will all be significantly impacted if this collection of components performs poorly This shows how important the owner's participation is to the project's smooth running and success

For example, currently, Dai Phuc Real Estate Group is a major owner in Thu Duc City and Ho Chi Minh City Numerous different construction companies, such as COSACO, NAVICONS, 39 CONS, and Kien Thanh Dang, are involved in the present urban development project For projects such as Dinh Thi Thi Street, Van Phuc Saigon Hospital, Diamond Park Square, Emasi International Bilingual School, Hugo Kindergarten, 2 secondary public schools, Van Phuc Jardin Villas, and Royal Area, the project schedule and quality are the same With an urban project, many projects are constructed at the same time, there are always many problems that can arise such as ensuring cash flow, schedule, quality, change of materials, and change of design The owner's role is to ensure that all issues are resolved as quickly as possible to ensure the project can be completed as expected in terms of schedule and quality The role of the owner in the project is extremely important and strongly influences the group of factors such as “Stakeholders' expectations about business performance - (BUP)” and

“Stakeholders' expectations about project performance – (PRP)”

5.2.3.4 Incompetent Subcontractors and Suppliers - (ISS)

Through the SEM analysis results, the factor “Incompetent subcontractors and suppliers - (ISS)” is the most important factor, having a strong influence on factors such as “Stakeholders' expectations about business performance - (BUP)” with regression weights is 0.184 and “Stakeholders' expectations about project performance – (PRP)” with regression weights is 0.131 Including claims causes like “ Subcontractors are not qualification / Incompetent Subcontractor, Shortage of Materials on-site/ Late delivery or Poor-materials quality leads to change materials” A project to eliminate the claims causes and improve stakeholder performance efficiency In addition to the ability of the general contractor, the ability and expertise of the must also be considered To guarantee this, the general contractor and owner must establish selection criteria proportionate to the scope of the project This demonstrates the significance of the responsibilities of the general contractor and the owner in an urban project

For example, the subcontractor's financial stability, experience, and reputation must always be evaluated during the selection process Because it will have an impact on the overall progress, cost, and quality of the project Through this, the role of the subcontractor group affects the group of factors “Stakeholders' expectations about business performance - (BUP)” and “Stakeholders' expectations about project performance – (PRP).”

Through the SEM analysis results, the factor “Design problem- (DEP)” is the most important factor, having a strong influence on factors such as “ Stakeholders' expectations about business performance - (BUP)” with regression weights is 0.227 and

“Stakeholders' expectations about project performance – (PRP)” with regression weights is 0.22 Including claims causes like “The design has many errors, Late approval sample/material/ design” In reality, the design needs to ensure the quality of the project and architectural aesthetics For the selection of project materials to be practical, market realities must be considered The project's viability will be affected by the absence of quality assurance in the design Short building lifespans are hazardous to customers, and inadequate construction materials force contractors to spend a significant amount cost to repair and maintenance

For example, design ability plays an important role in the quality and visual success of a project The list of building failure causes includes geological surveys, topographic surveys, and uncertified surveys Depending on the number of drill bits, the drill depth cannot be considered appropriate Consequently, we do not know all the bearing soil layers at the foundation's base The foundation solution is unsuitable for the ground due to a design flaw Due to the extensive applicability of structural analysis software in the structural calculation process, the calculation diagram contains an error However, excessive dependence on structural analysis tools can also lead to errors in structural calculations Or the Sydney Opera House, whose design was altered twelve times due to the difficulty of constructing "clamshell" roofs In addition, the cost exceeded 100 million Australian dollars, 14 times the initial estimate, and was 10 years behind schedule (https://ashui.com/mag/congdong/kysu/1930-su-co-cong-trinh-xay- dung-nguyen-nhan-va-giai-phap-phong-ngua.html; https://vnexpress.net/hanh-trinh- xay-nha-hat-opera-sydney-khong-xuoi-cheo-mat-mai-cua-australia-3823051.html)

The designer factors strongly influence the project's performance, stakeholder performance, and claim causes.

Proposing Measures to The General Contractor to Minimize the Claim Causes

5.3.1 Claims Causes by The Group of General Contractors

Through the SEM model, we can see that the group of factors with the strongest influence is the “Contractor’s lack of experience and competence - (GCL)” And the impact on the “Stakeholders' expectations about business performance - (BUP)” with regression weights is 0.288 and “Stakeholders' expectations about project performance – (PRP)” with regression weights is 0.16 Therefore, increasing the efficiency of stakeholder performance and reducing claims causes affect urban projects to fail It is necessary to have effective measures for general contractors The strong claims cause in this group can be listed as:

- Inadequate early planning of the project (Lack of factual information to prepare for the site’s General Condition)

- The contractor does not meet the schedule set out in the contract

- Inaccurate estimate (Bill of quantity)

Based on the SEM model, the written proposes some measures for the claims causes by the factor group "Contractor's lack of experience and competence - (GCL)"

5.3.3 Inadequate Early Planning of The Project

Project planning is central to the project life cycle, project planning informs the general contractor of their destination and how to get there During the planning phase, the project plans are documented, the deliverables and requirements are determined, and the schedule is produced It necessitates the preparation of blueprints to guide the general contractor through the project's execution and finishing phases The plans produced during this phase will enable the general contractor to manage schedule, cost, quality, revisions, risk, and other connected issues The project plan will also help the general contractor keep track of workers, subcontractors, and suppliers to make sure the job is done on time, on budget, and according to the schedule

Project schedule development Resource planning Scope planning

Quality planning Preparation of the work breakdown structure

Defining the scope of the project so that the work breakdown structure may be created

Laying out the project's tasks and subtasks in detail

Detailing the estimated cost to be incurred upon the project's completion

Specifying who will do which duties, when, and whether any specialized abilities are required to complete the project's tasks.

The activities' whole schedule is listed, along with the order in which they will be carried out.

Subcontracting and concentrating on outside suppliers

Planning for potential hazards, evaluating various contingency, and planning risk mitigation

Evaluating the quality standards to be used to the project

Developing a communication plan with all project stakeholders

Figure 5.9 Process of Project Planning of General Contractor

This is frequently the most difficult step for a project manager as the general contractor has to make an informed estimate regarding the manpower, resources, and equipment required for your project Any suppliers or subcontractors that the general contractor may need to coordinate with should be planned by the contractor as well Therefore, depending on the size of the project, it is necessary to choose an appropriate general contractor Because making a project plan on a large scale requires a team with

5.3.3.1 The Contractor Does Not Meet the Schedule Set Out in The Contract

Typically, construction projects are unique A project team is assembled to produce a one-of-a-kind development at a specific location under conditions that will never be duplicated They need the coordination of licenses, people, products, plants, and materials Despite several "unknown" factors, such as inadequate design information, unpredictable site conditions, suppliers, etc., construction may commence

As a result, delays are frequent Here are some suggestions for keeping your construction projects on schedule and under budget

Keep Construction Project on Schedule

Establish clear communication and collaborate with stakeholders

Create And Manage The Master

Clearly Assign Tasks And Roles

Establish Clear Communication and Collaborate with Stakeholders: When an unforeseen obstacle arises on the construction site, it is essential that contractors have a direct connection to the project management team and that stakeholders can readily be contacted for advice You must promptly determine the nature of the issue and its severity, then inform the appropriate parties Then, you must get everyone together immediately to find a solution Timeliness and the successful execution of projects depend on effective communication Establish standards and procedures for your subcontractors to notify you when they are falling behind or suffering delays This will allow you to begin modifying your plan before the issues become unmanageable and lead you to miss your deadline

Collaboration on a project entail more than simply the timely completion of responsibilities It entails establishing a connection with all project stakeholders based on mutual respect and trust and working with them to accomplish the project effectively To keep to your construction timetable, you must be able to collaborate and coordinate your activities Problem-solving and deciding the project's logistics may be facilitated by the exchange of ideas and knowledge Good communication and ensuring that everyone is on the same page are crucial to collaboration All parties must be trustworthy

Examine Plans, Specifications, and Project Documents: To keep your construction project on track, you must examine every aspect of the job scope Examine and comprehend the construction drawings, specifications manual, and other project documentation You will be able to create a superior project schedule if you are well familiar with the project documentation Utilize site drawings to arrange the worksite for best performance by establishing the location of material laydown places, equipment storage, job site trailers, break spaces, and personnel access points, among other things Coordinate with your construction project's manufacturers and material suppliers to ensure that they can provide the correct quantity of all building supplies Use information from past projects to make sure that each task and activity gets enough time and cost

Request that your subcontractors review the required drawings and documentation for their trades Clarify any discrepancies or ambiguities in the documentation before beginning work This will let your replacements give you helpful feedback as they work with you to make a master schedule

Create and manage the master schedule: To finish on time, prepare a master schedule Phase your project to manage it Phases may be divided down into tasks and activities Scheduling assigns start and end dates to tasks and activities Determine the time needed to perform each job or activity and assign the appropriate resources, personnel, and equipment

Plan each project phase's tasks and trades Remember which things must be done sequentially and which may be done simultaneously This will optimize your timetable and speed up the job

Make sure your vendors can supply supplies as required Incorporate subcontractors' schedules into your master timetable for an efficient trade operation

Improve Management Methods: Incompetent management also causes project failure Managers are accountable for designing a project plan and delivering it on time

A construction manager assigns roles and tasks and coordinates personnel and supplies to the working site A smart construction manager can handle several components of a thorough project plan while minimizing delays and removing blockages

Clearly assign tasks and roles: Numerous workers, contractors, subcontractors, supervisors, and experts are directly engaged in the execution of construction projects Failure to clearly define each party's role in the project may lead to the neglect of crucial duties and severe delays You must set defined roles and duties for everyone to ensure accountability Remember to concentrate not only on what must be completed but also on who will be accountable for completing it and by when

Plan for Contingencies: Many things may derail a project Review your master schedule and identify hazards Easy-to-implement backup strategies may help mitigate and solve issues before they escalate If you're behind, you may require overtime Weather delays may need more manpower and equipment to finish a job Team members should discuss probable timetable delays and create contingency measures You may not need them all, but you'll be prepared Once building begins, try to stay on schedule Rather than one big issue, several little ones usually ruin a project Daily progress reporting, budget and schedule monitoring, and risk management need meticulous attention to detail

5.3.3.2 Inaccurate estimate (Take off quantity)

The cost estimate is significantly impacted by quantity takeoffs The total construction costs reflect the accuracy of quantity takeoffs To ensure this cause is well

Enhance Construction Estimation Quantity Takeoffs

Manual Quantity Estimates Should Be Reduced or

Understand Material Price, Product And Consider

Integration Into Construction Estimating Method

Figure 5.11 Enhance Construction Estimation Quantity Takeoffs

Manual Quantity Estimates Should Be Reduced or Eliminated: In fact, the process of inputting data expressly for quantity takeoffs might be inefficient from an efficiency standpoint When estimators utilize Excel templates or spreadsheets to compute quantity takeoffs, there is a significant rise in human input mistakes and hazards Automation is an excellent option for resolving such problems since it eliminates any time-consuming project planning procedures

All urban projects must achieve their goals without claims, quality as necessary, costs within budget, occupational safety, and project schedule as anticipated Project stakeholders want it Urban project stakeholders include investors, general contractors, subcontractors, suppliers, designers, project management boards, consulting units, supervisors, police, and state officials The parties must coordinate in different phases to finish the project All involved parties must grasp construction law, construction standards, architectural legislation, and legal restrictions They must also follow the contract to join the project finished

The Purpose of Proposed Measures

- Helped stakeholders, especially contractors, to increase stakeholder performance and reduce the claims caused by urban projects

- Ensure effective initial planning, estimating, and scheduling processes

- Set up conditions that the parties must follow to keep the contract

- Ensure the budget, schedule, and quality of the project.

Summary Chapter 5

The content presented in this chapter is as follows:

- The CFA confirmatory factor analysis claims causes affecting to cost and schedule of urban project

- The SEM structural model determines the relationship between 7 groups

- Propose measures to reduce the claims causes and increase stakeholder performance.

CONCLUSIONS AND RECOMMENDATIONS

Conclusions

Stakeholders must meet the following requirements for all urban projects to be successful: minimal claims, quality as specified, expenses within budget, occupational safety, and completion on schedule The objective of all project stakeholders Investors, general contractors, subcontractors, suppliers, designers, project management boards, consulting units, supervisors, etc., as well as the police and state agencies, play a significant part in urban construction projects For the project to have the desired effect, the partners must coordinate in different phases All involved parties must have adequate knowledge and experience with construction law, construction standards, architectural legislation, and legal requirements To participate in the project, they must also comply with the negotiated contract finalized project

The research results show that, using a five-level Likert scale of survey responses With the mean value, the level of influence of the claims causes affects the schedule and cost of urban projects The causes are ranked from high to low Next, along with explanations of the ranking of the causes, using Cronbach's alpha method to check reliability

By the research method of exploratory factor analysis (EFA), 5 groups of factors affecting the claims causes affect urban projects have been identified, such as

“Contractor’s lack of experience and competence - (GCL)”, “Uncontrollable objective and contractual problems - (UOC)”, “Inappropriate action of owner - (IAO)”,

“Incompetent subcontractors and suppliers - (ISS)”, “Design problem- (DEP)” And Based on the characteristics of stakeholder performance, obtained two groups as “ Stakeholders' expectations about business performance - (BUP)”, “Stakeholders' expectations about project performance – (PRP)” To evaluating the effectiveness of the stakeholder performance

After analyzing the relationship between groups of factors using the SEM model The results show that the group of factors “Contractor lack of experience and

Through the research results, the stakeholders have a more holistic view of increasing the stakeholder performance and minimizing the claims caused affect the urban project At the same time, the study also proposes some measures to minimize the causes of complaints within the project From there, it helps the general contractor control the project and better understand the roles and responsibilities when implementing the project.

Recommendations

An urban project is particularly complicated since it might include a variety of various kinds of projects being executed at the same time In addition to technical expertise, the stakeholder participating in the project must have appropriate construction experience As can be seen, the human aspect is always a must for a project's success When engaging in the project judgment, all stakeholders engaged in the project must identify their tasks and roles, as well as appropriately estimate their ability to match the given job

Increase the stakeholder's performance to reduce the number of claims causes

In the bidding phase, information must be clear and open During the interview sessions during the bidding process, the parties must provide participants with clear information about the project's needs, including progress, construction techniques, worker safety, and contract conditions This contributes to the successful completion of the project.

Limitations of Study

Although the written has tried to complete the research, there are still certain limitations, such as:

Due to a lack of time, the investigation is focused on five main claim groups that the urban project has affected But claims from other stakeholders, like the government and residents who already live in the urban area, also have effects on the urban project

The survey data mostly pertains to businesses and people based in Ho Chi Minh City Furthermore, since the poll was not conducted in other provinces, cities, or nations, the claim causes by it could not be thoroughly analyzed.

Suggested Directions for Future Study

Based on what was found in this study, the written makes some suggestions for future research

It is recommended that the study subject be expanded to include other provinces, cities, or countries and that different analytical approaches be used to compare and contrast findings

Based on this study, more research could be done to find other ways to improve the performance stakeholders

Other evaluation criteria for the influence on the urban project could be studied in future research to lessen the impact of the claim and boost the stakeholder peformance

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And Frequency International Journal of Project Management, 24(5), 453-

APPENDIX PHẦN 1: CÂU HỎI CHUNG/ PART 1: GENERAL QUESTIONS

Hướng dẫn: Vui lòng chọn câu trả lời phù hợp nhất và đánh dấu (X) vào ô □󠄸 (Instructions: Please choose the best answer and mark (X) in box □󠄸)

01 Kinh nghiệm của anh/chị trong ngành xây dựng? / The experience in the construction field?

□󠄸 Dưới 03 năm / Under 3 years □󠄸 03 đến 05 năm/ 03 to 05 years

□󠄸 05 đến 10 năm/ 05 to 10 years □󠄸 Trên 10 năm/ Over 10 years

02 Đơn vị công tác?/ The type of company is working for?

□󠄸 Nhà Thầu Thi Công / General Contractor

□󠄸 Nhà Thầu Tư Vấn – Thiết Kế / Consulting Contractor – Design

□󠄸 Ban Quản Lý Dự Án / Board of project management

03 Vị tri hiện tại của Anh/Chị?/ The current position?

□󠄸 Chuyên viên, Giám Sát, QA/QC./ Supervisor QA/QC

□󠄸 Chỉ Huy Trưởng/Chỉ Huy Phó / Project Manager/Deputy Project Manager

□󠄸 Trưởng/Phó Bộ Phận Chức Năng./ Head/Deputy Head of Functional Department

□󠄸 Kiến Trúc Sư/Kỹ Sư./ Architects/Engineers

□󠄸 Giám Đốc/Phó Giám Đốc./ Director/Deputy Director

04 Số lượng dự án từng tham gia? / Number of projects participated?

□󠄸 Dưới 5 dự án / Under 5 projects

□󠄸 Từ 5 đến 10 dự án / Under 5 projects

□󠄸 Trên 10 dự án / Over 10 projects

05 Quy mô dự án từng tham gia? / The scale of project capital participated?

□󠄸 Dưới 200 tỷ / Under 200 billion VND

□󠄸 Từ 200 tỷ đến 500 tỷ / From 200 to 500 billion VND

□󠄸 Từ 500 tỷ đến 1,000 tỷ / From 500 to 1,000 billion VND

□󠄸 Trên 1,000 tỷ / Over 1,000 billion VNĐ

06 Theo Anh/Chị việc lường trước các nguyên nhân yêu cầu bồi thường ảnh hưởng đến chi phí và tiến độ cho dự án khu đô thị mới là có cần thiết hay không? / In your opinion, is it necessary to anticipate the causes of claims affecting the cost and schedule of the urban project?

07 Anh/Chị đã từng tham gia dự án khu đô thị mới trước đây chưa? (Nếu chưa thì không cần làm tiếp phần 2 và 3) / Have you ever participated in a urban project before? (If not, do not continue to part 2 and 3)

PHẦN 2: NGUYÊN NHÂN YÊU CẦU BỒI THƯỜNG ẢNH HƯỞNG ĐẾN CHI PHÍ VÀ TIẾN ĐỘ CHO DỰ ÁN KHU ĐÔ THỊ MỚI Ở VIỆT NAM / PART 2: CLAIMS CAUSES AFFECTING TO COST AND SCHEDULE FOR URBAN PROJECT IN VIETNAM

Hướng dẫn: Vui lòng chọn câu trả lời phù hợp nhất theo thang điểm 5 điểm như sau: Instructions: To fill in the questionnaire, please choose the most suitable answer using 5-point Likert scale as follow:

Hoàn toàn không ảnh hưởng

(2) Ảnh hưởng nhẹ (2) Slightly influence

(3) Ảnh hưởng một chút (3) Somewhat influence

(5) Ảnh hưởng rất mạnh (5) Very strongly influence

No Nguyên nhân / Claims cause Mức độ ảnh hưởng / Influencing Level

Nguyên nhân từ nhà thầu chính / Claims caused by the main contractor

Sửa chữa defect (Nhà thầu không kiểm soát được chất lượng công trình khiến công việc lặp đi lặp lại gây mất thời gian và chi phí.)

Defective leads to failure and rework (The contractor does not control the quality of the work, causing repetitive work, causing loss of time and cost.)

Dự toán không chính xác Inaccurate estimate (Take off quantity)

Thiếu dữ liệu tính các công tác và các nguồn lực thi công (Nhà thầu tính thiếu công tác, không lương trước các rủi ro phải đối mặt trong quá trình thi công) Lack of data to calculate construction tasks and resources (contractor calculates lack of work, does not predict the risks faced during construction)

Lập kế hoạch ban đầu không đầy đủ về dự án(Thiếu thông tin thực tế để chuẩn bị cho tình trạng chung của địa điểm) Inadequate early planning of the project (Lack of factual information to prepare for the site’s General Condition)

No Nguyên nhân / Claims cause Mức độ ảnh hưởng / Influencing Level

Chậm trễ triển khai công tác thi công hiện trường (Nhà thầu bắt đầu công việc muộn và hoàn thành công việc chậm hơn so với kế hoạch) Delay in implementation of field construction work (The Contractor started work late and finished the work later than planned)

Nhà thầu không đáp ứng được tiến độ đề ra trong hợp đồng

The contractor does not meet the schedule set out in the contract

Nhà thầu không đáp ứng được yêu cầu tài chính The contractor does not meet financial requirements

Do nhà thầu thiếu kinh nghiệm và năng lực trong quản lý Due to the contractor's lack of experience and ability in management

Do nhà thầu lên sai biện pháp thi công, sử dụng các loại máy móc thiết bị không phù hợp Due to the contractor’s planning the wrong construction method

Improper use of machinery and equipment

Thi công không đúng hồ sơ thiết kế (Nhà thầu thi công sai kích thước, chủng loại vật tư so với hồ sơ thiết kế được duyệt.) Execute does not comply with design documents (The contractor has the wrong size

No Nguyên nhân / Claims cause Mức độ ảnh hưởng / Influencing Level

1 2 3 4 5 to the approved design documents.)

Do công nhân đình công, hoặc ngừng làm việc Due to workers' strikes, or stopping working

Nguyên nhân từ nhà thầu phụ / Claims caused by the Subcontractor

Nhà thầu phụ không đủ năng lực / Nhà thầu phụ không hoàn thành dự án Subcontractors are not qualification / Incompetent

Thiếu nguyên liệu trên công trường, giao hàng chậm, hoặc vật liệu kém khiến phải thay đổi vật tư mới Shortage of Materials on-site/

Late delivery or Poor-materials quality leads to change materials

Nguyên nhân từ chủ đầu tư / Claims caused by the Owner

Cung cấp thông tin đấu thầu không đầy đủ Incomplete bidding information is provided

Chủ đầu tư và Ban quản lý dự án thiếu năng lực, yếu kém về chuyên môn, can thiệp vào quá trình thi công The owner and the owner's project management board at the site are not qualified

No Nguyên nhân / Claims cause Mức độ ảnh hưởng / Influencing Level

Phát sinh (Chủ đầu tư điều chỉnh thiết kế nhiều lần so với bản vẽ được duyệt ban đầu) Additional Works / Owner's Change order ((The owner adjusts the design many times compared to the original approved drawing.)