Ineffective project scheduling and time control in sun viet jsc

UNIVERSITY OF ECONOMICS HO CHI MINH CITY International School of Business NGUYEN ANH KHOA INEFFECTIVE PROJECT SCHEDULING AND TIME CONTROL IN SUN VIET JSC MASTER OF BUSINESS ADMINISTRATION Ho Chi Minh City – Year 2018 Page of 56 UNIVERSITY OF ECONOMICS HO CHI MINH CITY International School of Business NGUYEN ANH KHOA INEFFECTIVE PROJECT SCHEDULING AND TIME CONTROL IN SUN VIET JSC MASTER OF BUSINESS ADMINISTRATION SUPERVISOR: Dr NGUYEN PHONG NGUYEN Ho Chi Minh City – Year 2018 Page of 56 CONTENTS Problem identification 1.1 Company background 1.2 Symptom and evidence 1.3 Qualitative research 1.4 Initial causes-effect map 10 1.5 Updated causes-effect map 14 1.6 Potential central problem 17 Problem justification 19 2.1 Problem definition 19 2.2 Problem existence 21 2.3 Problem consequences .22 Causes validation 24 3.1 List of real causes 24 3.2 Final causes-effect map 27 3.3 Causes evaluation 28 Alternative solution 29 Action plan .33 Supporting information 37 6.1 Interview guide (first interview) 37 6.2 Summary of finding from qualitative research (first interview) .38 6.3 Group of causes and variable base on result of interview (first interview) .47 6.4 Analysis the number of time overrun projects in 2017 by factors 48 6.5 Result of SVTECH’s control system measurement 48 6.6 Transcript of problem discussion (third interview) 50 6.7 Result of causes evaluation .53 REFERENCES 55 Page of 56 List of figures Figure Initial Causes-effect map (source: in-depth interview) 10 Figure Updated causes-effect map (source: in-depth interview and the above literatures) .14 Figure Finial causes-effect map (source: in-depth interview and the above literatures) .27 List of table Table KPI of Company in 2017 (source: SVTECH’s data) Table Relationship between factors and variables in causes-effect maps (interview and above literatures) 15 Table Result of adding interview (source: second interview) 16 Table Y (time) of project in 2017 (source: SVTECH’s data) 21 Table Y (time) in three year 2015-2017 (source: SVTECH’s data) 22 Table Percentage of over time cost to revenue in 2015-2017 (source: SVTECH’s data) .24 Table Group of causes (source: literature review) 25 Table Summarizing of causes evaluation 28 Table Summary of finding in first in-depth interview (source: first in-depth interview) .39 Table 10 Group of causes and variable (source: first in-depth interview) 47 Table 11 Number of time overrun project summarized by main factors (source: SVTECH’s data) 48 Table 12 Time in plan and actual time to finish project in 2017 (source: SVTECH’s data) .48 Page of 56 EXECUTIVE SUMMARY SVTECH had problem in deploying project in 2017 The proportion of time overrun projects and number of delayed day rose significantly They leaded to complaints from customers, probability to face with liquidated damages penalty and increase cost because of overtime cost More seriously, SVTECH could be lost customers for competitors if the time overrun project not be solved By making interview, literature review and analyzing the data in 2017, ineffective time control system was found that the central problem caused to the time overrun project In order to solve this problem, deeper interview and study research was done The result of research and interview defined causes of ineffective time control system, which are classified in groups These causes has been validated and evaluated to define the level of important to company Based on these causes, alternative solution has been suggested and discussed to find the suitable one for SVTECH To make clear for the solution, an action plan was made This action plan is expected to help SVTECH improve the time control system and decrease the percentage of time overrun projects and number of delayed day Page of 56 Problem identification 1.1 Company background - Sun Viet Technology Development JSC (SVTECH) was established in 2001 as a distributor of Sun Microsystems, which is one of the biggest technological equipment producers on the world After 17 years of growth, from 17 employees in 2001 to nearly 200 employees currently, SVTECH has now been acknowledge as one the three leading System Integration companies with large scale and complex projects at both national and regional level - There are some significant milestone in 17 years of growth of SVTECH: + In 2001, Head office in Ho Chi Minh City was established + In 2004, be selected as Sun Chanel partner and Hanoi representative office was opened + In 2006, become partner of Oracle and Celltick + In 2008, Switched to SV technologies JSC and be selected as partner of Juniper and IBM In this year, SVTECH also get Honorable Achievement Award for the best storage server provider in South Asia by Sun Micro system, + In 2010, become partner of Hitachi Data System (HDS) + In 2012, launched new business categories in Telecom Services and Integration (TSI) and Managed Service Provider (MSP) SVTECH also become partner of Symamtec in 2012 + In 2013, be partner of Vmware + In 2014, be partner of Intel security, Harmonic and achieve Award for the best Technical Vitality Business partner by 2014 + In 2015, achieve Aware for Asean Partner of the year by Juniper, Aware for Top Big Data nad Analytics by IBM and become partner of HPE + In 2016, honored as the best security and risk management by the Asian Banker and become partner of NetApp - Be partner of the largest technology corporations, SVTECH provide technological services and solutions to optimize the IT system and enhance management system performance SVTECH’s services and solution can be classified in three main group: Page of 56 + System Integrator, included network infrastructure, security, data, business analytics, digital enterprise solution… + Information and Communication Technologies (ICT), include television, IP networking, managed services… + Cloud computing solution + Besides, to prepare for 4.0 revolution, SVTECH also provides advanced technologies such as Internet of Thing (IoT) solution, Virtualization, Geographic information system (GIS) solution - SVTECH provide services and solution to local and abroad organizations SVTECH customer was divide in to main group: + Telecom corporations include: Mobifone, Vinaphone- VNPT, Viettel + Government organizations such as Ministry of Finance, Ministry of information technology, EVN, Sawaco, etc + Financial and Stock Institution was representative by OCB, MB, ACB, BIDV, Vietinbank, Sacombank, Prudential, Viet Capital, FE Credit, ect + Oil and Gas Company include PV oil, PVEP, PV trans Vietso Petro, Petronas, etc + Education and health organizations such as Can Tho University, RMIT, National University, Binh Dan Hospita, University of Medicine and Pharmacy Hospital, ect + Enterprises such as Vinamilk, Vingroup, HTV, SCTV, Big C, Mega Market, etc 1.2 Symptom and evidence - SVTECH built KPI base on Balance Score Card, which includes main categories: Financial, Customer, Process and Learning and growth, to control the performance of company In 2017, there were KPIs was not achieved objective They are presented in the below table: Table KPI of Company in 2017 (source: SVTECH’s data) Department Target KPI Percentage of projects completed on Project >80% management time Result 75% Evaluating Not achieved Page of 56 Percentage of contracts delivered on time Percentage of human response Percentage of human responded on time - LogisticPurchase HR HR >80% 72% Not achieved 100% 83% Not achieved >70% 68% Not achieved The KPIs was responsible by HR department was not achieved because of leave maternity in recruitment team She came back in March 2018 so the problem has been solved - Two others unachieved KPIs has relationship and they involve to schedule project control The result of KPIs show that project schedule was not controlled well, which was effected by late delivery For instance, project of X company (company name has been changed because of SVTECH’s confidential rules) in March 2018 was postponed for 10 days because of late delivery X is a fastidious customer, who always strict on time of project They always set some penalties in contract to force suppliers comply with time In order to finish project on time and avoid punishing from X, engineers in technical department had to work overtime This project has finished on time but cost increased significantly - Another case, Y company make an order of storage equipment to replace old system They have built a plan to postpone working at all branches for system changing but their products was late delivery so they have to cancel plan and set a new plan They had poor complain about SVTECH’s service because it make their waste a lot of time They are considering about finding new suppliers instead of SVTECH for next projects - These are only typical cases of 27 time overrun projects and late delivery orders in 2018 They lead to cost of project in rise significantly in compare with budget The amount of cost increase came from paying overtime bonus for engineers, punishing from contract The time overrun projects and late delivery orders also dissatisfy customer and destroy future opportunity Therefore, the time overrun project and late delivery should be analyzed and prevented This paper will focus on finding the potential problem and root causes which lead to these consequences and offer an alternative solution and action plan to reduce the proportion of time overrun projects to total projects Page of 56 1.3 Qualitative research - Initially, in order to define the potential problem which lead to the late delivery and time overrun project, a qualitative research has been conducted In-depth interview is used to collect depth information about causes of time overrun project and late delivery from the involve people and the interview was taken place in meeting room to ensure the private environment Because one to one interview method will help respondents felt comfortable and easy to provide accuracy information - Logistic- Purchase department is main responsibility for this KPIs so LogisticPurchase Manager was interviewed initially Besides, Project Management Department is responsible for connecting other departments and Sales Department is responsible to contact with customers, so Project Management and Sales Managers is also need to be interviewed The in-depth interview was only taken place with managers because they had enough information about their employees and they could provide the most fulfill and reliable information Besides, time of research is not enough to interview more people, so this paper consider information from managers is representative for their departments - In order to get useful information, an interview guide which provide key questions to interview has been prepared (see section 6.1) and the interview has been employed base on this guide The result of interview was transcript in section 6.2 and summarized by group of causes and variables in section 6.3 - After summarizing the interview result, five potential problems, which caused to time overrun project, has been identified They were indicated by follow initial causes- effect map (Figure 1) Page of 56 1.4 Initial causes-effect map Figure Initial Causes-effect map (source: in-depth interview) Page 10 of 56 Transcript - Key answer Group of causes Sometimes, Sales require urgent time to delivery product or complete, + Still accept we warning that we could delivery on time but they still accept to customer - This month, there was a project overdue because they require new product have not been imported before We have to prepare product certificate in weeks so the process of project is delay However, this case is rarely, because only project provided new technologies require new product, but not all new technologies project need new products Q8: Is there anything else? - + Sales misunderstood Incident in project Sometime, delivery wrong product caused by sales mistake They customer’s requirement misunderstood customer’s requirement so they make order is not suitable with customer I think that’s all Sale and Project Management manager Q0: Could you introduce about yourself? (Such as: name, position, + Sale manager and plural responsibilities) - Project Management Hi, Khoa I’m Viet I’m Sale manager and plural Project Management + Manage sale team I ‘m responsible for revenue of sale in Ho Chi Minh City, I manage sale + Promote team and promote them to achieve KPIs of revenue I also work with Page 42 of 56 Group of causes Key answer Transcript my customer to make revenue for company In Project Management + Work with my manager, I monitor progress of all project and support Project customer Management Department to solve overdue project + Monitor progress of all project + Support to solve overdue project Q1: Do you know that KPIs about “percentage of projects completed on time” + Late product delivery is Late is not achieve in years? By your experience in work, you think what main causes product delivery causes of time overrun projects are? - Yes This KPI is responsibility of Project Management Department It’s also problem that we have not solve effectively - I think late product delivery is main causes to overdue project Percentage of contract which is late product delivery is also high Q2: Do you think why product delivery late? - + Complicated document Late I think complicated document and workflow is main reason I also and workflow product delivery confuse with approved a lot of order every day, while an order is long + Order is long and many and many different products Truly, some time, I get mistake with a list different products of products and equipment in order Page 43 of 56 Group of causes Key answer Transcript + Get mistake with a list of products and equipment Q3: Do you think is there any other reason lead to time overrun project? - + Incident in project also Late I think incident in project also causes to overdue This‘s usually happen causes to overdue for new technology project because our engineer don’t have experience + Happen for product delivery new Incident in project on it However, customer is understand with over because of new technology project technologies I don’t think this is a problem for our company By + Customer is understand contrast, new technologies project is opportunity for engineer to + Incident also causes by develop their competency On the other hand, incident also causes by delivery wrong product delivery wrong product This case will effect to company’s reputation + Effect to company’s reputation Q4: Do you think what cause to delivery wrong product? - + Mistake when delivery Late product It can be mistake from Logistic-Purchase department when delivery or + Because of wrong order delivery causes by Sale department because of wrong order Q5: Can you explain more clearly? Incident in project + Delivery for hundreds Late of order product delivery Incident in project Page 44 of 56 Key answer Transcript - Logistic-Purchase department delivery for hundreds of order, so + Misunderstand of sale mistake happen is possible This has been happen with contract of about VNPT and VTC - Group of causes customer’s requirement About wrong order, it caused by misunderstand of sale about customer’s requirement Sales competence is not the same, some works effectively and careful, some usually had mistake such as misunderstood customer’s requirement Q6: Do you think is there any other causes lead to overdue project? I hear that + Sales forgot to send Urgent sometimes sale require urgent time so logistic-purchase department could not orders respond - + time requirement Customer’s Yes Sometimes, Sales forgot to send order, they make an order and requirement save on laptop but forgot to send However, most of the case is customer’s requirement Q7: Why Sale accept customer’s requirement although it couldn’t respond? + Pressure from KPIs of Urgent - time Every members in Sale Department have pressure from KPIs of revenue requirement revenue I think they don’t want to waste opportunity to have revenue + Important customer Customer delay In other case, some our important customer with high revenue so they + Lose a large profit and project require urgent time to save their cost If we don’t accept, we will lose a future opportunity Page 45 of 56 Group of causes Key answer Transcript large profit and future opportunity In some case, customer require to + Customer require to delay project because they have not completed infrastructure or they delay project have problem with finance and delay payment for company Because + Have not completed customer require to delay, we not have responsibility But it also infrastructure reason for time overrun project + Have problem with finance + Delay payment Q8: Focus on customer’s urgent time requirement, What happen if we accept + Experience Sale could Urgent requirement but we could not respond? Do customer complain about delay? - negotiate well Truly, experience Sale could negotiate well in this case They could + Sales have time requirement weak persuade customer to get more extension day, there only one or two negotiating skill new Sales have weak negotiating skill could not persuade customer I suggest new sale to attend negotiating skill to improve their skill Q9: Do you think any else causes lead to time overrun project? - I think that’s all Page 46 of 56 6.3 Group of causes and variable base on result of interview (first interview) Table 10 Group of causes and variable (source: first in-depth interview) Group of causes Variables Late product  Work overload (Our work are overload) delivery  Lack of human resource (Required to recruit new employees from last year)  Late of human response (until last months, HR department found the suitable candidate)  Required high quality of candidate (Require a little high quality)  Preparing product certificate (have to prepare product certificate)  Project provide new technologies (project provided new technologies require new product)  Complicated document and workflow (Working process is too complicated, Unnecessary document)  Large and various orders (Hundreds of order for a contract, not send one time, Order is long and many different products)  Products in an order imported from different areas (Products imported from different areas)  Urgent time requirement (Sales require urgent time) Incident in project  Delivery wrong product (Miss order of different contracts, Mistake when delivery)  Sales misunderstood customer’s requirement  Project provided new technologies (Happen for new technology project) Urgent time  Sales forgot to send orders requirement  Sale accept customer’s impossible requirement (Warning, Still accept) Page 47 of 56  Pressure from KPIs of revenue  Afraid of dissatisfying important customer (Important customer, lose a large profit and future opportunity)  Sales had weak negotiating skill (Experience Sale, new Sales)  Infrastructure was not ready (Have not completed Customer delay project infrastructure)  Customer delay payment (Have problem with finance, Delay payment) 6.4 Analysis the number of time overrun projects in 2017 by factors Table 11 Number of time overrun project summarized by main factors (source: SVTECH’s data) Number of time overrun projects 18 Factors Ineffective scheduling and control Sales had weak negotiating skill Project provide new technologies Customer delay project Change law Number of time overrun projects 27 Note Happened on July 2018 Number of time overrun projects is less than total of time overrun projects causes by each factor because there are some time overrun projects was caused by more than factors 6.5 Result of SVTECH’s control system measurement Table 12 Time in plan and actual time to finish project in 2017 (source: SVTECH’s data) Unit: Day Plan Actual Number of delayed day Plan Actual Number of delayed day 450 402 (48) 76 76 Page 48 of 56 30 27 (3) 69 69 - 360 340 (20) 53 53 - 285 270 (15) 62 62 - 210 199 (11) 83 83 - 150 145 (5) 38 38 - 135 131 (4) 65 65 - 175 173 (2) 40 40 - 60 60 - 64 64 - 75 75 - 58 58 - 90 90 - 89 89 - 15 15 - 37 37 - 30 30 - 81 81 - 45 45 - 46 46 - 37 37 - 31 31 - 41 41 - 71 71 - 23 23 - 48 48 - 14 14 - 50 50 - 43 43 - 78 78 - 52 52 - 76 76 - 46 46 - 82 82 - 60 60 - 60 60 - 75 75 - 40 40 - 69 69 - 67 67 - 43 43 - 74 74 - 57 57 - 68 68 - 33 33 - 84 84 - 75 75 - 210 213 90 90 - 180 183 54 54 - 165 168 35 35 - 330 337 54 54 - 315 322 47 47 - 255 262 60 60 - 270 279 180 180 - 345 357 12 43 43 - 255 264 59 59 - 360 374 14 Page 49 of 56 65 65 - 270 283 13 40 40 - 105 112 56 56 - 180 193 13 48 48 - 210 227 17 69 69 - 255 279 24 39 39 - 195 214 19 75 75 - 90 101 11 39 39 - 105 119 14 47 47 - 165 188 23 57 57 - 210 241 31 36 36 - 330 386 56 84 84 - 105 130 25 35 35 - 105 135 30 51 51 - 135 175 40 34 34 - 15 20 65 65 - 135 184 49 45 45 - 30 45 15 38 38 - Average delayed days 3.3 Deviation of delay days 11.8 6.6 Transcript of problem discussion (third interview) Interviewer: Hello, Mr Viet I has received data about time of project from 2015 to 2017 from Ms Nguyen I took a view and saw that number of time overrun project and average percentage of overtime increased sharply Especially, the number of delayed days rose nearly fourfold last year What you think about these numbers? Respondent: We are stress because of time control Project management team has been cut down the bonus last year because we not achieve the KPIs in time project control In company perspective, increasing of delayed time also decrease customer’s satisfaction and we spent amount of money for contract punishment because of overtime Interviewer: What was happened with time control in 2017? Respondent: As you know, we have more project in 2017 than previous year The number of project in 2017 increased about 20% or 30% in 2016, but we could not recruit more employee lead to project team work ineffectively Interviewer: Do you mean that our project control system is working ineffectively? Page 50 of 56 Respondent: Yes That I want to say There are many reason for time overrun project, it caused by customer change their requirement, by supplier delivery late, but the main responsibility was project management team when we could not estimate the time to project and could not control project follow the plan Sometimes, we missed some of task and leaded to delay starting day of project Interviewer: So what is reason lead to ineffective time control? Respondent: I think the first reason is lack of human resource The number of project increased and amount of work also rose but the number of project management team was not changed Therefore, each member’s work was increased and they could not work well Interviewer: Why board of directors was not approved to recruit more employees for project management team? Respondent: They explained that project management team is work ineffective so they need more time to operate control system Board of directors expect project management team should be improve their skill to arrange work more effectively, and we could improve company’s human competence instead of increase the number of employees Interviewer: What you think about this decision from Board of Directors? Respondent: First time, I disagreed and argued with Board of Directors to protect our team However, when I seriously review project management team performance, I recognized that Board of Director was correct Project management team work inefficiently, their control method is complicated so when amount of work increase, they got hard and work ineffectively Therefore, I agree with Board of Directors that we will hold some project management training course for project management team to improve their ability to control project Interviewer: What you think project management team should be improved? For example: knowledge, skill, experience or others Respondent: I think their experience is good enough because they have worked for upper years in project management team I don’t worry about their experience However, knowledge and skill is their problem Because they are graduate from different major, such as MBA, marketing, technology, so they have not been trained about project management fully, they just attended some in-house course about project management and on-job training I am considering to suggest them to attend some project management Skill is not the same between team members, some members has good skill to negotiate with customer, suppliers while the others couldn’t Therefore, I think I also suggest them to attend soft skill course Interviewer: What you think about risk identify and control ability of project management team? Page 51 of 56 Respondent: To be honest, currently, risk of project was predicted by Sale-team, project management team also follow and control, so they are passive and sometime don’t understand clearly about risk Interviewer: Thanks for your sharing, Mr Viet Is there any other reasons cause to ineffective control system? Respondent: Another problem is communication system They are only communicate by phone or directly but don’t record clearly It is not problem when everyone control or projects, but in 2017, the number of project increase so each project management member have to control at least 20 projects in the same time Therefore, they sometime forget the information and list to delay or make confused for others department I have told them record all the information and report to me But everyone record by their style and it is make the information become complicated Interviewer: Have they reported clearly about project scope, responsibility of project members and time line to deploy Respondent: Most of report is clear, but there still some project was not clear I reminded them to make clear this, but then they finish, the project has been started Interviewer: So they updated project frequently? Respondent: In 2017 is not, they only updated when customer or I required because they need time to focus on work However, because of bad result of KPIs in 2017, I required them to report to me weekly But sometime, the information is still not clear and I have to ask them to revise Interviewer: Do you think they are record and report information accuracy and clearly? And they analyze the information about project progress? Respondent: No I don’t think so If it is clear, I have not to ask them to revise Their report is as a list of time line and task in plan and actual I give me an idea, I will ask them to analysis the information instead of tell me what happened in a week Interviewer: I think it will be good to your team So you think is there any else reason? Respondent: Truly, I don’t have any more idea Interviewer: Thank Mr Viet I got a lot of information today I will summarize and give you some idea to improve time control system of project management team Respondent: I’m hearing to recevie your advice Page 52 of 56 6.7 Result of causes evaluation Sale and Project Management manager Causes Lack of control system knowledge Control Measure Benefit 4 Weak skill to negotiate with customer and control 3 Estimate the time line is not accuracy and detail Ineffective information measurement and analysis Ineffective information communication 3 time of suppliers Weak ability to identify and control risk of project Define project scope and responsibility of project member is not clear Purchase-Logistic manager Causes Lack of control system knowledge Control Measure Benefit 4 Weak skill to negotiate with customer and control 3 3 3 Estimate the time line is not accuracy and detail 4 Ineffective information measurement and analysis 3 Ineffective information communication 2 time of suppliers Weak ability to identify and control risk of project Define project scope and responsibility of project member is not clear Human Resource manager Causes Lack of control system knowledge Control Measure Benefit 4 Weak skill to negotiate with customer and control time of suppliers Weak ability to identify and control risk of project 3 3 Page 53 of 56 Define project scope and responsibility of project 4 Estimate the time line is not accuracy and detail 3 Ineffective information measurement and analysis 3 Ineffective information communication 2 member is not clear Quality Assurance management manager Causes Lack of control system knowledge Control Measure Benefit 4 Weak skill to negotiate with customer and control 3 4 Estimate the time line is not accuracy and detail Ineffective information measurement and analysis 3 Ineffective information communication 3 time of suppliers Weak ability to identify and control risk of project Define project scope and responsibility of project member is not clear Chief Operating Officer Causes Lack of control system knowledge Control Measure Benefit 3 Weak skill to negotiate with customer and control 4 4 Estimate the time line is not accuracy and detail Ineffective information measurement and analysis Ineffective information communication 3 time of suppliers Weak ability to identify and control risk of project Define project scope and responsibility of project member is not clear Page 54 of 56 REFERENCES Frimpong Y, Oluwoye , Crawford L Causes of delay and cost overruns in construction of groundwater projects in a developing countries; Ghana as a case study International journal of Project Management 2003; 21(5) Renuka SM, Kamal S, Umarani C A MODEL TO ESTIMATE THE TIME OVERRUN RISK IN CONSTRUCTION PROJECTS Theoretical and Empirical Researches in Urban Management 2017 May; 12(2) Shehu Z, Holt GD, Endut IR, Akintoye A Analysis of characteristics affecting completion time for Malaysian construction projects Built Environment Project and Asset Management 2015; 5(1) Sambasivan M, Yau WS Causes and effects of delays in Malaysian construction industry International Journal of Project Management 2007 Jul; 25(5) Zubaidi HA, Otaibi SA An Empirical Approach for Identifying Critical TimeOvrerun Risk Factors in Kuwait's Construction Projects Journal of Economic and Administrative Sciences 2008; 24(2) Koushki PA, Al-Rashid K, Kartam N Delays and cost increases in the construction of private residential projects in Kuwait Construction Management and Economics 2005 Mar; 23(3) Ogunlana SO, Promkuntong K, Jearkjirm V Construction delays in a fast-growing economy: Comparing Thailand with other economies International Journal of Project Management 1996 Feb; 14(1) Chitongo , Pretorius L CLIENT PROJECT TIME SCHEDULE CONTROLS — AN EMPIRICALLY-BASED SYSTEM DYNAMICS CONCEPTUAL MODEL South African Journal of Industrial Engineering 2018 May; 29(1) Florence Yean Yng Ling , Ang WT Using control systems to improve construction project outcomes Engineering, Construction and Architectural Management 2013; 20(6) 10 Grau, David , Abbaszadegan, Amin IMPACT OF REAL-TIME PROJECT CONTROL ON CAPITAL PROJECT COST AND SCHEDULE PERFORMANCE Organization, Technology & Management in Construction 2015; 7(2) 11 Wit Ad Measurement of project success Butterworth & Co 1998 August; 6(3) Page 55 of 56 12 Nasseri A, Hammad , Aulin R Understanding Management Roles and Organisational Behaviours in Planning and Scheduling Based on Construction Projects in Oman Journal of Construction in Developing Countries 2016; 21(1) Page 56 of 56 ... ECONOMICS HO CHI MINH CITY International School of Business NGUYEN ANH KHOA INEFFECTIVE PROJECT SCHEDULING AND TIME CONTROL IN SUN VIET JSC MASTER OF BUSINESS ADMINISTRATION SUPERVISOR:... late product delivery and time overrun project The validated consequences of ineffective scheduling and time control and time overrun project are increase project cost and lost company’s profit,... clearly project scope, responsibility of project members and not accuracy and detail time plan, and ineffective information measurement and analysis - Finally, there are causes lead to ineffective time