National University of Science and Technology

Faculty of the Built Environment

Department of Quantity Surveying

An analysis of the resource management strategies and their effectiveness on construction

projects during the implementation phase. A case of Harare

By

Jacob Mhlanga N01415763W

Supervisor: Dr. M. Nyathi

A research submitted in partial fulfilment of the requirements of Master of Science degree in

Construction Project Management

August 2016

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DECLARATION

I, Jacob Mhlanga, do hereby certify for this thesis that:

a) Except where due acknowledgement has been made, the work presented here is that of

myself alone,

b) The work has not been submitted previously, in whole or in part, to qualify for any other

academic award;

c) The content of the thesis is the result of work which has been carried out since the official

commencement date of the program, and

d) That any editorial work, carried out by a third party is acknowledged.

Signed by:…………………………………………..

Jacob Mhlanga

August, 2016

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ACKNOWLEDGEMENTS

I would like to acknowledge Dr M Nyathi for his invaluable assistance and unwavering

commitment as well as input that offered me direction in this study. I also like to appreciate my

classmates for their support. Lastly, I would like to express my heartfelt gratitude to my family

and friends for their level of understanding and support during the course of the study.

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DEDICATION

This study is dedicated primarily to the Most High, my personal Lord and Savior Jesus Christ who

gave me the strength, wisdom and perseverance during the course of the research. I also would

like to dedicate this study to my late mother, Rosemary Mhlanga and my best friend and

companion Sicelumusa Adelpha Ncube.

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ABSTRACT Resource management is the epicenter of viable project management during the implementation

phase of any project. Lately, various scholars have argued that project completion is not a measure

of project success if resource efficiency and effectiveness is disregarded. The purpose of the study

was to analyze the effectiveness of the resource management strategies used by contractors during

project implementation phase. Therefore, the study was of paramount importance as it provided a

clear perspective of the current state of affairs in contractors’ resource management strategies in a

resource constrained economy. The data was collected from contractors, professionals and clients.

Both qualitative and quantitative methods were used in the study. There was 76% response rate

from the targeted sample. The study noted diverse resource management strategies used by

contractors during project execution. By and large a majority of these contractors are stuck in the

use of traditional resource management methods, such as project based recruitment, paper-based

information systems, bulk purchasing, disposal of worn out machinery amongst others. However,

this is at odds with the global trends which have seen an influx of computer aided systems such as

e-sharing, synchronized estimating and procurement softwares. The general adoption of these

systems and softwares in Zimbabwe has been low constituting only 22% of the industry as Candy

and Buildsmart are deemed expensive to license and run by contractors. However, the use of

Microsoft Excel and Microsoft Projects dominates the industry. On the other hand, the critical path

method and resource levelling techniques have yielded favorable results in developed countries,

whilst in the Zimbabwean industry these are not effective. Accordingly, the CPM has been viewed

as a planning technique which is not religiously followed during project implementation for use in

tandem with resource levelling. Furthermore, the study concludes that contractors’ failure to apply

effective resource management strategies culminated to poor performance trends as evidenced by

late completion of projects, clientele dissatisfaction, cost overruns, project failure, and contractors’

loss of the market share. Therefore, various practical suggestions on the adoption and application

of resources management strategies were made in this study.

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CONTENTS DECLARATION .......................................................................................................................................... ii

ACKNOWLEDGEMENTS ......................................................................................................................... iii

DEDICATION ............................................................................................................................................. iv

ABSTRACT .................................................................................................................................................. v

CONTENTS ................................................................................................................................................. vi

LIST OF TABLES ....................................................................................................................................... ix

LIST OF FIGURES ...................................................................................................................................... ix

CHAPTER 1: INTRODUCTION .................................................................................................................1

1.0 BACKGROUND ..........................................................................................................................1

1.1 PROBLEM STATEMENT ..........................................................................................................6

1.2 AIM ...............................................................................................................................................6

1.3 RESEARCH OBJECTIVES ..........................................................................................................7

1.4 RESEARCH QUESTIONS ..........................................................................................................7

1.5 JUSTIFICATION ..........................................................................................................................7

1.6 ASSUMPTIONS OF THE STUDY ..............................................................................................8

1.7 LIMITATIONS .............................................................................................................................8

CHAPTER OUTLINE ..................................................................................................................................9

CHAPTER 2 LITERATURE REVIEW ..................................................................................................... 10

2.0 INTRODUCTION ..................................................................................................................... 10

2.1 THE CONSTRUCTION INDUSTRY ....................................................................................... 10

2.2 OVERVIEW OF ZIMBABWEAN ECONOMY ...................................................................... 11

2.3 ZIMBABWEAN CONSTRUCTION INDUSTRY ................................................................... 14

2.4 NATURE OF CONSTRUCTION PROJECTS .......................................................................... 14

2.5 RESOURCES MANAGEMENT IN CONSTRUCTION .......................................................... 15

2.5.1 Construction Resources Defined ........................................................................................ 16

2.5.2 Resources Management ...................................................................................................... 20

2.5.3 Correlation between Project Management and Resources Management ........................... 21

2.5.4 Theoretical techniques and strategies of Resources Management ..................................... 22

2.6 CRITICAL PATH METHOD .................................................................................................... 23

Resource Scheduling .......................................................................................................................... 24

Resource Loading ............................................................................................................................... 25

Resource Availability Analysis .......................................................................................................... 26

2.7 RESOURCES LEVELLING ...................................................................................................... 26

2.8 BENEFITS OF RESOURCES MANAGEMENT STRATEGIES ............................................ 31

2.9 IMPLEMENTATION OF RESOURCE MANAGEMENT STRATEGIES .............................. 34

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2.10 CHALLENGES OF IMPLEMENTING RESOURCES MANAGEMENT STRATEGIES ..... 36

2.11 CONSEQUENCES OF POOR RESOURCES MANAGEMENT ............................................ 38

2.12 THEORETICAL GAP .............................................................................................................. 40

2.13 CONCLUSION ......................................................................................................................... 41

CHAPTER 3: RESEARCH METHODOLOGY ........................................................................................ 42

3.0 INTRODUCTION ...................................................................................................................... 42

3.1 AREA OF STUDY ..................................................................................................................... 42

3.2 RESEARCH DESIGN ............................................................................................................... 42

3.2.1 RESEARCH APPROACH ..................................................................................................... 43

3.2.2 RESEARCH METHODS ....................................................................................................... 44

3.2.2a. Qualitative Research ............................................................................................................... 44

3.2.2b Quantitative Research ......................................................................................................... 45

3.2.2c Mixed Methods ................................................................................................................... 45

3.3 TARGETED POPULATION .................................................................................................... 45

3.4 SAMPLING ............................................................................................................................... 46

3.4.1 Sample and study units ....................................................................................................... 46

3.4.2 Sampling Techniques ......................................................................................................... 47

3.5 DATA COLLECTION TOOLS ................................................................................................. 49

3.5.1 Secondary Sources ............................................................................................................. 49

3.5.2 Primary Sources ................................................................................................................. 49

3.5.3 Data Collection Instruments ............................................................................................... 49

3.6 DATA PRESENTATION AND ANALYSIS ............................................................................ 51

3.7 RELIABILITY AND VALIDITY ............................................................................................. 51

3.8 ETHICAL CONSIDERATIONS ............................................................................................... 52

CHAPTER 4: DATA PRESENTATION AND ANALYSIS..................................................................... 54

4.0 INTRODUCTION ...................................................................................................................... 54

4.1 RESPONSE RATE........................................................................................................................... 54

4.2 CONTRACTORS’ PERSPECTIVE IN RESOURCES MANAGEMENT ............................... 55

4.2.1 PROJECTS MONETARY VALUE ....................................................................................... 55

4.3 CONTRACTORS KEY PROJECT RESOURCES .................................................................... 57

4.4 RESOURCES MANAGEMENT ............................................................................................... 59

4.5 CONTRACTORS’ RESOURCES MANAGEMENT STRATEGIES ....................................... 60

MATERIALS ..................................................................................................................................... 61

MONEY ............................................................................................................................................. 63

MACHINERY .................................................................................................................................... 65

MANPOWER ..................................................................................................................................... 66

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4.5.1 CRITICAL PATH METHOD ................................................................................................ 70

4.5.2 RESOURCE LEVELLING TECHNIQUES .......................................................................... 72

4.6 CLIENTS AND PROFESSIONALS PERSPECTIVE .............................................................. 76

4.7 APPLICATION OF RESOURCES MANAGEMENT IN PROJECTS ........................................... 78

CASE STUDY: PROJECT XYZ PETROLEUM REBRANDING NETWORK PROJECT ............ 78

4.8 CONSEQUENCES OF POOR RESOURCES MANAGEMENT ............................................. 82

4.9 CONCLUSION .......................................................................................................................... 84

CHAPTER 5: SUMMARY, CONCLUSION AND RECOMMENDATIONS ......................................... 86

5.0 INTRODUCTION ............................................................................................................................ 86

5.1 SUMMARY ..................................................................................................................................... 86

5.2 CONCLUSION ................................................................................................................................ 87

5.3 RECOMMENDATIONS ................................................................................................................. 90

5.4 THEORETICAL CONTRIBUTION................................................................................................ 92

5.5 FURTHER STUDIES ...................................................................................................................... 92

REFERENCES ........................................................................................................................................... 93

APPENDICES ............................................................................................................................................ 99

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LIST OF TABLES

2.1 Real GDP Growth 12

3.1 Sample size 47

4.1 Response rate of the study 54

4.2 Priority ranking of resources 57

4.3 Level of effectiveness of resources management strategies 68

4.4 Effectiveness of resource levelling techniques 73

4.5 Project XYZ Rebranding Project Information 78

4.6 Consequences of poor resource management 83

LIST OF FIGURES

2.1 Civil contract example of site manpower 25

2.2 Resource levelling techniques 28

4.1 Contractors’ respondents composition 55

4.2 Monetary value of projects undertaken by contractors in 2015 56

4.3 Project resources priority list 58

4.4 Effectiveness of resource management strategies 68

4.5 Construction Computer softwares 70

4.6 Application of CPM 71

4.7 Effectiveness of resource levelling techniques 73

4.8 Consequences of poor resource management 82

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CHAPTER 1: INTRODUCTION

1.0 BACKGROUND

Construction resources management is a global phenomenon that project managers in the industry

are seized with as they pursue successful implementation of their projects. Preston (1976) states

that the construction industry exists in an environment that is in a state of flux earmarked with

different dynamics emanating from technological to economic changes. Despite all these dynamics,

the construction industry is still attributed to being responsible for the provision of services that

other industries rely on, hence the need for development of viable resources management strategies

(Idoro, 2010). For example, industries such as manufacturing, agriculture, tourism and transport

all depend on the infrastructure provided by the construction industry.

It is against this background that construction industry is deemed to possess such a strategic role

in the economic development of nations across the globe (Moavenzadeh and Rossow, 1975, Idoro,

2010, Kass 2012). With such a pivotal role in economic development, construction industry’s

contribution to the gross domestic product in different countries throughout the world is of great

significance (Idoro, 2010). However, it is worth-noting that despite all its potency to bolster the

global economy, the construction industry exists in a constrained environment marred with limited

resources.

Due to the scarcity of resources, it is evident that nowadays it’s not just a matter of completing a

project, but doing so in a resource effective manner (Shaker, 2007, Idoro, 2010, Nagaraju et al

2012). Haddad (2006), further substantiates this assertion stating that, successful completion of

projects requires all resources to be efficiently managed as failure to do so has detrimental effects

on project execution. Contextually, it can be deduced that the fulcrum upon which successful

project execution is hinged on is the management of resources.

According to Kass (2012) and PMBOK (2013), construction projects are viewed as finite

endeavours that are allotted limited resources. The purpose for allocation of finite resources in a

project is due to the fact that resources are scarce and yet corporates seek to realize return to their

investments. Mangore and Chigara (2012) and Nagaraju et al (2012) further add that the nature of

the construction projects is their voluminous consumptive ability of resources and hence the

industry requires to employ effective management skills of these large investments. In tandem

with this assertion, due to the large amounts involved in construction projects, the main thrust

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during project implementation is tailored towards the efficient resource exploitation as this would

provide guidance on how these are allocated during project successful execution. This argument

substantiates the findings of the study done by Ofori (1980) which claimed that construction

industry is deemed a service industry that acquires its main inputs from different sectors in the

economy and hence such demands require efficient usage of resources during project execution.

Therefore, upon realization of the complexity of the nature of construction projects, there has been

a need for the implementation of resource management strategies and techniques so that

contractors boost their resource usage efficiency in the industry (Kass, 2012). Project resources

include mainly money, materials, manpower and machinery (Idoro, 2010). Nagaraju et al (2012)

defines a resource as an entity that contributes to the accomplishment of project activities such as

manpower, material, money, equipment, time or space. These studies further agree that resources

are scarce, therefore project managers are called in to be actively involved in their management so

that projects are successfully implemented.

Preston (1976) supplements that in the construction industry project managers must master the art

of knowing resource availability and how to distribute these resources economically. In the same

vein, Nagaraju et al (2012) underscored that resources management would require the project

manager to develop an effective schedule or plan that would be an aiding tool in controlling the

firm’s resources during project execution. The study further enhances that this is crucial in the

delivery of a project within limited resources available. It is imperative to note that in pursuit of

effective and efficient project resources management, completion of a project requires a judicious

planning, scheduling, allocation and controlling of available resources which is made possible by

implementing proper and effective resource management techniques (Mendoza, 1995, Shaker,

2007).

Due to the complexity of construction projects it is of essence that resources be subjected to

resource management techniques. In pursuit of project resources management, project managers

engage mainly the following processes; planning, organizing, executing, monitoring, and

controlling (Ahuja et al 1994). Various scholars have defined resources management in the

following manner:

Resources management is defined as a means to achieve better productivity, which should

be translated into cost reduction (Kass, 2012).

Baghele (2014) defines resource management as the efficient and effective deployment of

an organization's resources when they are needed

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Kafka (2007) defines construction resources management as a concept of overseeing and

strategically managing every physical asset, from consumables to tools and equipment in

every company department, for the advancement of the company.

From these definitions it can be seen that resource management is a means by which firms seek to

use their available resources in a cost effective and efficient manner, accomplishing their corporate

project objectives and meeting their clientele requirements. Resource management is an exercise

that requires techniques and tools for it to be effectively done. Sawalhi nd Enhassi (2009) states

that various studies have revealed that the most common management tools in construction are

work break-down structures, bar charts and linked bar charts, critical path method, resource

levelling, schedule crashing and schedule updating. However, certain studies argue that Gantt chart

is the most widely used management tool because of its simplicity and applicability in all phases

(Yang, et al 2009). Lately, there has been a lobbying within project resource management for the

adoption and implementation of Critical Path Method (CPM) and Resource Levelling, hence these

were considered in this study.

Agundu et al (n.d) state that CPM involves systematic planning, scheduling, and controlling of

projects. It is further noted that this tool produces the series of interrelated network of activities

that necessitate project implementation. Project managers then use these network of activities to

come up with the critical path that is defined as the longest route in the network and any delay in

an activity in this path would elongate the project duration (Baghele et al, 2014). However, Kass

(2012) adds that the sound engineering judgment and methodology used by the project manager is

key in coming up with the CPM and hence the tool is deemed essential. Mendoza (1995), Kastor

and Sirakoulis (2007) and Joshi and Patil (2015) argue that CPM is based on the assumption that

there are unlimited resources for the execution of the activities, though in real projects, resources

are limited.

To buttress the CPM method, the project managers use other methods such as resource levelling

in project execution. Agundu et al (n.d) state that the use of information obtained to develop a

CPM can be correlated with the resource levelling technique to produce a detailed project schedule.

Contextually, Ludwick (n.d) further echoes the same notions stating that nowadays projects

schedule should be done taking into consideration the limitedness of resources. According to

Dubey (2015), referring to the PMBOK (2013) states that resource levelling is a technique in which

start and finish dates are adjusted based on resource constraints with the goal of balancing demand

for resources with the available supply. The study further identifies various ways of carrying out

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resources levelling and these include, splitting, delaying, levelling and overtime. Nagaraju et al

(2012) further add that resource levelling attempts to keep the requirements for a construction

resource as constant as possible over the duration of the project. Consequently, Dubey (2015)

states that the non-critical activities are shifted within the schedule using the available total float

in order to level resource usage and the planned project completion date is unchanged as a result

of the levelling process. Preston (1976) adds that resource levelling can be accomplished by

shifting non-critical activities within any time allowance between the late finish time and the

earliest start time of succeeding activities. It can be seen that the complementary use of these two

techniques is crucial in ensuring that the non-critical activities are identified and resources are

assigned to where they are useful and productive.

Various studies have been carried out in relation to the resource management strategies and

techniques and these noted the following key aspects:

Preston (1976) study on resources management pointed out that endogenous variables

available to the industry are its resources, men, money, material, equipment, time and space

and therefore the adaptive control of these variables would allow the opportunity to meet

the requirements of the dynamic environment

Kafka (2007) laments that ineffective resources management leads to financial impairment,

costly project delays, lost time and decreased productivity

Kastor and Sirakoulis (2007) study on resource scheduling argue that the use of scheduling

tools in resource management is not sufficient as these assume the abundance of resources

and hence the need to have other management techniques such as resource levelling,

crashing and schedule control.

Kass (2012) postulates that resource management systems within building contractors in

the Gaza Strip explored the local practice in construction resources management and

developed a construction resources management system to facilitate the management of

construction resources mainly in the building construction. The study noted that successful

management of construction resources has to be based on updated information and

processed utilizing a well-designed construction resources management system.

Nagaraju et al (2012) points out that state-of-the art resource management is essential for

a construction project to succeed in fulfilling its project objectives. Allocation of resources

for activities is necessary in construction domain to complete the project within the

scheduled time.

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Joshi and Patil (2015) in their study on resource scheduling in construction projects stated

that despite the availability of management tools such as CPM and PERT project delays

are still prevalent and mainly due to insufficient supply of resources

Dubey (2015) states resource levelling emphasizes the need to examine resources

allocation to carry out specific tasks in a project, as their availability within a given firm is

always limited. While preparing the schedule structure, the Project Manager might

schedule certain tasks in parallel and in such cases it might be possible that the same

resource is being used in both the parallel tasks, while its availability is limited

In the Zimbabwean context:

Saungweme (2011) noted that Zimbabwe has not been spared from resource scarcity

and singles out skills flight, shortage of materials, and liquidity crunch as the major

drivers of construction failure in Zimbabwe.

Mangore and Chigara (2012) in their study on an analysis of the implications of

resources management on building projects noted that despite the resources

management systems that the contractors have put in place the fact that their projects

were characterised by time and cost overruns raised questions on the effectiveness and

efficiency of these systems. The study further argues that many studies have focused

on resource scheduling and a very few have been done on resource planning and

management.

From the above studies it can be seen that in the Zimbabwean context resources management

strategies are a topical issue since the economy is characterised by liquidity crisis, skills exodus,

limited foreign direct investments, and low capacity utilization in the manufacturing industry (CZI,

2012). However, despite being such a crucial issue, there is limited literature on resources

management strategies that operational local contractors have adopted and are implementing to

combat such harsh economic conditions, an observation which has motivated this particular study.

A local contractor is defined as a company which is originally from Zimbabwe and is wholly by a

Zimbabwean citizen.

Ibbs and Nguyen (2007), argue that resource correlated matters are frequently unheeded even

though their impact affects project implementation. Contextually, lack of resources management

strategies leads to exacerbated project cost and time overruns, delays, losses, skills exodus,

clientele dissatisfaction and frustration or eventually project abandonment. Therefore, this study

seeks to investigate the resource management strategies that local contractors have adopted and

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are implementing during project execution in nexus with theoretical framework of critical path

method and resource levelling techniques and their overall impact on projects.

1.1 PROBLEM STATEMENT

Amongst an array of factors, successful implementation of construction projects is dependent on

the management of resources. Since projects are finite, they require proper allocation of resources

as well as viable management strategies. Resource planning, allocation, levelling and smoothing

are some strategies required at every phase in project execution, making resources management

an essential practice in the industry. Kastor and Sirakoulis (2009) state that the scarcity of

resources is a usual reason for project delays thus needs judicious management.

Currently, the Zimbabwean economy is bedevilled by an acute shortage of resources mainly

money, machinery, manpower (lost through brain drain) and materials. The banking sector is

charging exorbitant interest rates which discourages contractors from borrowing to finance their

projects (Mukumba, 2007, Nyakayedza, 2012). Consequently, limited access to financial facilities

has plunged contractors to using obsolete plant and equipment which affects productivity and

compromises the project duration and quality. However, in some cases, contractors receive down

payments from clients and due to financial needs, they divert project finances which leads to

project delays or eventually failure. Nyakayedza, (2012) further states that low capacity utilization

of the manufacturing industry has affected availability of raw materials. Whilst Mangore and

Chigara (2012) noted with concern that ineffective resource management systems had marred

projects with delays, financial losses, poor quality and cost overruns and in some instances, project

abandonment.

Consequently, in the Zimbabwean construction industry such retrogressive traits have become a

norm, which has seen contractors’ viability in the industry being greatly depleted and clientele

confidence on the local companies plummeting as well. Therefore, when these trends continue

unabated local contractors would become less competitive as they lose the market share to foreign

contractors which would negatively affect their penetration into the global market.

1.2 AIM

The overall purpose of this study is to analyse resource management strategies that contractors in

developing countries have established in managing their resources during project implementation

and evaluate their effectiveness.

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1.3 RESEARCH OBJECTIVES

To explore the resource management strategies that local contractors have adopted and

implemented in their projects.

To determine the effectiveness of resource management strategies used by local contractors

To analyse the relationship between the theoretical resource management strategies and

the practical approach as applied by contractors

1.4 RESEARCH QUESTIONS

What are the resource management strategies that local contractors have implemented in

their projects?

How effective are the resource management strategies that are adopted by local contractors?

Is there any link between the theoretical resource management strategies and those

implemented by local contractors?

1.5 JUSTIFICATION

The construction industry exists in the nucleus of the economic hub of Zimbabwe. In that particular

hub there are other different sectors mainly, manufacturing, agriculture, tourism and transport. It

is important to note that all these sectors are closely linked with the construction with some either

being providers of inputs for projects or beneficiaries of the finished infrastructure. This makes

construction industry to be a significance player within the economy. It is when the current projects

are executed in a resource efficient manner that the economy of Zimbabwe as a whole gleans some

dividends. The main thrust for Zimbabwean economic growth is that the available limited

resources are used to derive maximum potential within the economy. The construction industry

makes this possible by the adoption of resource management strategies during project execution.

CIFOZ and ZBCA which are statutory bodies that govern the contractors within Zimbabwe would

also benefit from the study through the expansion of the clientele base that shall be attracted by

the efficiency of contractors. These bodies would see the clients gaining confidence again in their

members and in so doing this bring about business for the local contractors.

Construction companies are profit making firms that have corporate goals and chief amongst those

aims is the return on their capital. When the contractors adopt the resource management strategies

not only would they execute their projects efficiently but they would be able to realise returns on

their investments in these projects. High on the list of benefits for the contractors is the fact that

they would be able to do multiple projects and level their resources such that no project would

suffer in the process. It is key to note that having multiple projects means that the clientele base of

8

contractors would have increased and this also boosts their experience. As these contractors

increase their clientele base they would also increase their influence in the market and they could

compete global and thus also benefitting the nation of Zimbabwe.

Lastly the clients would be able to have their projects on schedule and also within budget. The

main reason why projects become costly and delayed is mainly because the management team is

not effective enough in controlling the projects. Therefore, when contractors implement the

resource management strategies, they would become actively involved in controlling the projects

and in so doing the clients would be able to receive their finished projects on time.

1.6 ASSUMPTIONS OF THE STUDY

The study made the following assumptions:

a) Majority of the contractors operated in Harare and Bulawayo and in these cities there is

much construction activities as compared to other cities in Zimbabwe.

b) The respondents were sent interview guides through email and then interviews were then

conducted later on. Some questionnaires were filled in whilst the researcher was there to

clarify it through an informal interview.

c) All contractors have resource management strategies framework that they apply.

1.7 LIMITATIONS

As the study progressed, the following obstacles were encountered:

a) Financial Constraints

The major setback that limited the study was the unavailability of finances to fund the extensive

operation and visits of sites to carry out observation of projects under constructions as well as to

cover as man contractors as possible. This limited the number of questionnaires that were

administered.

b) The nature of operations within the contractors

The fact that the construction sector is characterised by projects that are located in different sites,

the study did not meet as many as possible of the intended professionals such as site quantity

surveyors and site managers. The study had to glean responses form the available top management,

and these acknowledged limited sentience on the subject understudy

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CHAPTER OUTLINE

CHAPTER 2: LITERATURE REVIEW

This chapter gives a detailed outline of the literature related to the area of study. This information

is gathered from textbooks, journals, magazines, newspapers and the internet. This involves

citations by different scholars and how they have viewed the resources management strategies of

contractors.

CHAPTER 3: RESEARCH METHODOLOGY

It focuses on the research methodology that was used during the research. It therefore, gives a

detailed procedural framework on how the data was collected. This includes the research design,

target population, sample, data collection procedures as well as the data analysis plan.

CHAPTER 4: DATA PRESENTATION AND ANALYSIS

The chapter focuses on presenting and analysing the collected and collated data. These finding

shall then presented in form of tables, graphs and charts and analysed in relation to the Literature

Review covered in Chapter 2.This analysis leads to the interpretation of the data. After the

interpretation, the data would then be transformed into meaningful information usable by others.

CHAPTER 5: SUMMARY, CONCLUSION AND RECOMMENDATIONS

The last chapter is conclusion and recommendations of the research. The researcher gives

recommendations which can be adopted in the betterment of the indigenous contractor’s

performance within the building sector

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CHAPTER 2 LITERATURE REVIEW

2.0 INTRODUCTION

This chapter reveals the theoretical framework upon which the study is based on. The main basis

of the chapter was to formulate the foundational knowledge of the study. On the quest to do so, a

compilation of a variety of studies and literature on resource management strategies in construction

were discussed. Furthermore, the major resource management techniques used in critical path

method and resource levelling were reviewed and these provided a perspective upon which the

study was centred.

2.1 THE CONSTRUCTION INDUSTRY

The construction industry is defined as a significant contributor to the economy with its core

business mainly to undertake infrastructural development and advancement of the construction

activities in the country (Kagioglou et al 2001). It is viewed as an important vehicle for economic

development through various infrastructural developments. On the same vein, Amponsah (2010)

notes that it has a great potential not only as a means of meeting a country’s construction needs,

but also for upgrading each country’s entire infrastructure and economy. According to Elbeltalgi

(2009) the growth in the construction industry is an indicator of the economic conditions of a

country. Such contributions of the construction industry makes it a major industry in the world.

This assertion is further buttressed by Plessis (2007) who states that construction industry by itself

is a large sector of the economy responsible for employment creation. Ahadzie (2009) further

acknowledges that construction provision of employment creation is a noteworthy cause.

Contextually, Ofori (1993) postulates that the construction industry has great potential in uplifting

the general economy of a nation as well as the livelihood of its citizenry. However, Turin (1973),

augments that construction sector due to the needs it’s meant to address it has the ability to grow

in a faster rate than the GDP. The study further notes that with the capacity of the construction

sector, it is a leading sector for economic growth and a channel through which the investments are

relayed into the economy. The main thrust behind the need for more investment into the sector is

because of the voluminous amounts that are needed in the financing construction related projects

(Mangore and Chigara, 2012). Furthermore, the thrust that drives the economic development in a

nation is the closely linked to the investment injected into the country. According to Ofori (1980)

due to the fact that construction is such a huge investment channel, this serves as an effective

means through which the economic development can be realised.

11

In spite of all its unique complexities it goes without saying that construction industry is a pivotal

sector of the economy. Studies reveal that it is a main economic contributor in terms of boosting

employment creation, providing social utilities and amenities, and gross domestic product and also

it’s a catalyst in the advancement of the developing countries economy (Ofori, 1980, 1993, Idoro

2010, Mangore and Chigara 2012). Therefore, prior to discussing the Zimbabwean construction

industry, it is needful that we focus first on the current state of the economy and the effect it has

on the construction industry.

2.2 OVERVIEW OF ZIMBABWEAN ECONOMY

According to Monyau and Bandara (2015) the Zimbabwean economy has experienced significant

downward trends with growth substantially slowing down. This study substantiates assertion

enshrined in World Bank (2006) report on the Zimbabwean economic growth projections that the

economy was facing a different array of challenges which were affecting its growth. The study

notes that those challenges include significantly high unemployment, reported to be in the region

of 80%, low and deteriorating industrial production, with many companies closing down or scaling

down operations, decreasing agricultural production; decreasing fiscal revenues and increasing

brain drain. These areas that were singled out in the report are deemed to be the major economic

drivers and when they are affected that means the economy would be greatly affected as well.

Consequently, such a trend has led to the decline in the economic growth in the nation. The

Zimbabwe Institute’s study on the Progressive Zimbabwe: Sustainable Growth & Transformation

Discussion with Major Players in 2007 noted that Zimbabwe’s public infrastructure had also

continuously been deteriorating and disintegrating, mainly evidenced in the economy’s major

sectors that is, infrastructure, roads, railways, electricity and water.

The Confederation of Zimbabwean Industries (CZI) in its 2012 manufacturing sector survey stated

that the economic growth had brought in a glimmer of hope in the country was soon after the

dollarization in 2009. However, the report proceeds to state that by 2012 that upward trend had

slowed down significantly. According to Monyau and Bandara (2015), the GDP growth

decelerated sharply from 10.6% in 2012 to 4.5% in 2013 and an estimated 3.8% in 2014. The

report further notes that real GDP growth was on a downward trend a phenomenon which signified

very low potential to spur any significant economic turnaround.

According to the National Budget of 2015, the International Monetary Fund had pegged that most

developing countries were going to experience a 5% growth which would in turn contribute to the

global 3.8% percentage growth up from 3.3% experienced in 2014. Despite all the envisaged

12

growth of the year 2015, according to the National Budget for 2016, the actual economic growth

was 1.5% which was a movement on the negative from the 2014’s 3.8% GDP growth. The

following is an excerpt of the GDP growth projections from the National Budget for 2016:

Table 2.1 Real GDP Growth (%)

Industry 2012 2013 2014 2015 2016

Projected

Agriculture, hunting

and fishing

7.8 -2.8 23 -3.6 1.8

Mining and quarrying 8 11.7 -3.4 -2.5 1.6

Manufacturing 5.3 -0.6 -5.1 1.6 2.1

Electricity and water 0.3 5 5.4 -10.8 3.6

Construction 23.5 3.9 6.9 7 4.5

Finance and insurance 28 11.3 7.7 6 5

Real estate 59 0.7 4.7 3.9 2.5

Distribution, hotels and

restaurants

4.3 3.9 2.5 4.7 4

Transport and

communication

6.7 7 1.1 4.2 2.8

GDP at market prices 10.6 4.5 3.8 1.5 2.7

Source: Ministry of Finance and Economic Development

From Table 2.1, it can be seen that lately, the Zimbabwean economy despite its potency has

experienced a lot of challenges which in the process has daunted its growth. Statistics show that

despite the downward trend, 2016 GDP growth was projected to be on the upward movement from

2015’s 1.5% to 2.7%. The statement notes that what is of paramount importance is that the main

focus behind that envisaged growth was centred on the planned investments into various sectors

of the economy with construction being one of them.

13

The major reason why the economy has been in such a state is because of the lack of investor

confidence in the economy. Some of the major economic challenges bedevilling Zimbabwe were

noted as follows: limited capital sources and its high cost; uncertainties arising from policy

inconsistencies, especially with respect to economic empowerment and indigenisation regulations;

dilapidated infrastructure; obsolete technologies and machinery; frequent breakdown of the

existing machinery (Monyau and Bandara 2015). This particular survey is in tandem with the CZI

(2012) report in that these challenges have been a negative force in terms of economic revival in

Zimbabwe.

Lately, there has also been uncertainty on the Indigenization law which has been marred with

contradictions and misinterpretations from various policy makers since its introduction in 2007.

According to The Herald, (22 April 2016), Honourable Vice President Mnangagwa addressing an

accountant’s conference in Harare stated that the law which was introduced in 2007 has been under

spotlight since then. The most daunting highlight of the law was deemed to be its misinterpretation.

According to the law, the foreign owned companies which are extracting natural resources should

cede 51% to the local formerly disadvantaged people so that they also benefit from their resources.

However, such a move saw investors being in a state of limbo with regards to investing their money

in the country which has led to acute shortages of cash in the market. This augments discoveries

made in the survey that CZI carried out in 2012 which mentioned that chief amongst the negative

elements toward economic recovery was the aspect of policy inconsistency.

According to Mukumba (2007), the Zimbabwean banking sector was charging exorbitant interest

rates which in turn discouraged contractors from borrowing. The study also revealed that due to

lack of funds, the contractors were operating with obsolete equipment which greatly affected their

productivity and project delivery. Therefore, with such an understanding it can be seen that the

issue of resources mainly money has been a thorn in the flesh for ordinary Zimbabweans, with

local contractors not being spared from the same. The CZI (2012) report also notes the following

factors as having the greatest negative impact on capacity utilization and doing business in

Zimbabwe in 2012: availability and cost of funding, infrastructure in particular power shortages

and cost, economic policy instability and high labour cost and rigid labour laws.

From the aforementioned studies, it can be distinguished that various sectors contribute immensely

to the economic development and the construction industry has that strong contributory effect.

Therefore, with an economy that is marred with such negative elements, the construction industry

14

is deemed a key driver to the economic revival (National Budget of Zimbabwe, 2015) even though

survival and viability of the contractors is greatly threatened.

2.3 ZIMBABWEAN CONSTRUCTION INDUSTRY

The 2012 Zimbabwe National Budget Statement-Part 1, emphasized that the stabilization of the

macro-economic environment in 2009 allowed the construction sector to a growth rate of 1%

estimated for 2011 and 1.5% for 2012. According to the National Budget of 2015, the construction

industry in Zimbabwe has been projected to contribute to the GDP growth at estimated rates of

3.9% in 2013, 2.6% in 2014 and 2.9% in 2015. From these projections it is evident that the

construction industry has a momentous role in economic development. The Minister of Finance

further adds that the various projects spurring the projected growth had been made possible by the

resources mobilized through loans and mortgages. However, on the same budget of 2015, the

Minister laments that the construction industry had not yet realised its full potential owing to

limited financing, low fiscal space for capital development programmes and little external capital

flows which in turn leads to scarcity of resources to spur noteworthy development. Hence, from

the aforementioned challenges these have been deemed as the main factors affecting the business

environment of the Zimbabwean construction industry.

Mangore and Chigara (2012) argue that construction activities require large amount of resources

such as labour, materials, equipment, and hence existing in a limited economic environment poses

challenges for the contractors. These challenges can only be addressed by an adoption of proper

management systems. This is further substantiated with what Aniekwu and Ozochi (2010) realised

in the Ghanaian construction industry in that construction involves more risks than most other

industries and hence the need to properly manage the available limited resources.

2.4 NATURE OF CONSTRUCTION PROJECTS

The nature of the construction industry is unique as compared to other industries. The main

characteristics which makes it unique and complex is the deployment of resources which in turn

are exposed to risks and uncertainty inherent in every phase of the project execution (Aniekwu and

Ozochi 2010, Nagaraju et al, 2012). Such uncertainty associated with the industry exposes its

investments. Joshi and Patil (2013) define construction projects as resource driven temporary

endeavours that have a need for proper resource utilization for them to be successful.

15

Construction projects require hefty amount of resources such as money, labour, materials and

equipment for them to be carried out (Nagaraju, 2012, Mangore and Chigara, 2012). In line with

that, it is key to note that a project is a onetime activity with defined objectives which has to be

finished in a certain period of time using limited number of resources (Joshi and Patil 2015). On

the quest to carrying out successful projects, contractors use resources that provide the means of

accomplishing the work objectives which are scarce in supply whilst the clients seek to have their

projects which meet their requirements delivered (Memon and Zin, 2010). Therefore, any

construction project requires proper scheduling of resources for its completion within time and

cost. For this to be accomplished various scheduling techniques have been used. Nwachukwu and

Emoh (2011) observed that the execution of construction work often involves substantial funds,

and the losses through failure or abandonment have crippling effects on capabilities of investors.

On the quest of further understand in detail the nature of construction projects, the following

scholars have defined it as follows:

A complex effort to achieve a specific objective within a schedule and budget target, which

typically cuts across organizational lines, is unique and is usually not repetitive within the

organization (Cleland and King, 1983)

An endeavour in which human, material and financial resources are organized in a novel way to

undertake a unique scope of work comprising of given specification within constraints of cost

and time, so as to achieve beneficial change defined by quantitative and qualitative objectives

(Turner, 1993)

In conclusion, the nature of construction projects is that these are temporary endeavours that

involve substantive amounts of resources. According to Ofori (1980) construction projects provide

opportunities in response to the needs of a society, but also shape the nature of the society's future.

2.5 RESOURCES MANAGEMENT IN CONSTRUCTION

The construction industry derives most of its inputs derived from other economic sectors (Idoro,

2010, Mangore and Chigara, 2012). The industry obtains its vital resources (materials, manpower,

plant and equipment, and finance) from several sectors of the economy, and it is affected positively

or negatively by a wide range of economic measures. Therefore, management of resources is an

essential task in each construction company (Menzel et al n.d.). According to Nagaraju et al (2012),

the crucial factor in successful implementation of a construction project depends largely on

availability of resources. The study further adds that the major reason for the importance of

resources management is because of the fact that every activity during project implementation

16

requires an investment of resources. It can be seen that construction project activities are mainly

hinged on the availability of resources. Nagaraju et al (2012) state that resources are scarce in

nature and this brings a challenge to project managers.

Contextually, Mendoza (1995) argues that the reason for the management of project resources is

because of the seasonal shortages, labour disputes, equipment breakdown, material theft and

competing needs within a firm. The study further agrees with Mangore and Chigara (2012) that

the poor management of resources during project execution leads to project delays and failures.

Therefore, prior to unravelling what is involved in resources management, it is of paramount

importance to understand the term resources within the construction context.

2.5.1 Construction Resources Defined

Construction projects are an investment of a various set of resources (Mendoza, 1995, Nagaraju et

al 2012, Dubey, 2015). Various studies agree that there is no efficient resource planning and

management in a project without understanding the resources that are involved. A resource is an

entity that contributes to the accomplishment of project activities such as manpower, material,

money, equipment, time or space (Mendoza, 1995, Nagaraju et al 2012). According to Baghele et

al (2014) there are many resources which affect the project and these are material, money,

machinery and space. Resources are crucial to the successful implementation of the project. Dubey

(2015) states that resources are required to carry out specific tasks in a project, but the availability

of resources within a given firm is always limited.

The limited nature of resources makes resources management an essential subject to consider

during project execution. Mendoza (1995) purports that the reason behind the need for such

management of resources is because of how complex projects have evolved to be. Ofori (1980)

agrees that, the industry obtains its vital resources from several sectors of the economy hence the

need for judicious management. Ibbs and Nguyen (2007) augments resources management is

crucial and this is because of their scarcity. The project key resources are inclusive of:

Manpower

Dainty and Loosemore (2012) highlight that the world has seen a growing interest in the manner

in which human resources are managed in every organization. The study proceeds to add that the

construction companies have not been spared from this trend and hence the emergence of different

human resources management within the sector. Studies disclose that manpower is a significant

cost in construction companies due to its labour intensity (Cynthia, 2014, Dubey 2015).

17

Manpower resources management is viewed as a means of correcting an ideology which was once

prevalent in the construction industry where human capital was being exploited for the benefit of

construction firms (Dainty et al. 2007). The study also notes with concern that in construction

projects, manpower resource issues too often lie outside the remit of project managers who neither

know nor care about the employment status of many operatives on the project for which they are

responsible. Therefore, in tandem with such perspective, Hendrickson (1998) states that manpower

resource is at the core of every construction activity from planning to execution phases and hence

project managers should play an active role on their engagement. According to Cynthia (2014),

wastages and underutilization of manpower are predominant within the Ministry of Public Works

in Zimbabwe and hence the need for the efficient management of resources.

Dainty and Loosemore (2012) further bring another aspect that has been observed in the industry

which is employment engagement. The study notes that those working in the industry vary from

skilled to unskilled and these have contracts that also vary. Mangore and Chigara (2012) augment

this manpower management by stating that the construction industry engages workers either on a

temporal or permanent basis. In such a case, the main thrust behind this approach by contractor

has been the aspect of remaining profitable and competitive. However, in the Zimbabwean context

it has been noted that since the turn of 2009 there has been a massive exodus of the skilled

personnel to different countries in the world (Mukumba, 2007, Mangore and Chigara, 2012).

Machinery and Plant

According to Kass (2012), construction machinery and plant refers to the tools, instruments,

equipment, and other mechanical implements required in performance of construction work.

Haddad (2006) and Kass (2012) assert that within the construction industry plant resource has been

the centre of focus in terms of management by many project managers since there has been an

upsurge demand for its use. However, such as increase in plant usage brings with it a need for

proper management strategies. The study proceeds to state that in this particular resource, there is

need to understand the quantity of plant needed and how to procure it whether through purchasing

or hiring.

Ofori (1986) argues that machinery and plant resources have huge cost implication on the project

and hence the need to judiciously manage these resources. Therefore operating costs associated

with plant if not closely monitored may plunge a contractor into losses as these costs contribute

significantly during project implementation. Burke (2003) adds that the use of the CPM during the

project helps in determining how the plant would be distributed in a project and thus dealing with

the aspect overloading resources. On the other hand, Mukumba (2007) and Saungweme (2011)

18

note that the use of obsolete machinery in Zimbabwe has a negative effect on the productivity on

site and greatly reduces competitiveness. The study in tandem with what Ofori (1986) observed in

Ghana agrees that attending to the repair, maintenance or replacement of obsolete or dilapidated

machinery is a cause for concern especially due to limited access to finances. It is upon this premise

that machinery and plant resource management strategies ought to be developed within the

industry.

However, Mangore and Chigara (2012) recommend the use of resource registers as a means of

noting down all the hours associated with plant on site. The study further adds that in Zimbabwe

most emerging contractors rely on hired plant, a trend which requires proper management so that

cost implications are maintained within the project plant allowable costs. Burke (2003) urges for

the strict application of the CPM specially when the contractors rely on hired plant, to only do so

as when is necessary according to the project program. Contextually, proper management of

machinery and plant during project implementation directly impacts the project performance.

Money

Haddad (2006) postulates that during any construction project the three inter-related factors of

time, money, and quality need to be controlled and managed. The study argues that since

construction is such an investment intense endeavour, money and its management plays a crucial

role. Mangore and Chigara (2012) note that in the Zimbabwean context because of the liquidity

crisis, there is such a need to manage the available money. However, despite the need to manage

the monetary resources, CIFOZ Construction Journal Volume 3 (2012) states that the construction

industry received the least money from government loans a move that has further limited the

production of a viable sector. This assertion is in tandem with what Mukumba (2007) also

underscored in that the industry even though it is investment intense, it was bedevilled by low

access to finances from banks. Therefore, the study argues that by virtue of the nature of

construction projects, limited access to money has a detrimental effect on the project

implementation. Consequently, Mangore and Chigara (2012) further discuss that contractors must

have viable money management strategies and these contribute to overall project performance.

From this particular situation, it then brings to view the need for the management of the available

limited monetary resources. Haddad (2006) substantiates that the management of money in

construction projects via different means was all meant to enable the companies to remain

profitable. The study further sheds light on how interlinked this particular resource is since it is

fungible commodity that is required to purchase the services and goods needed during construction

projects implementation. Wideman (2001) agrees with this notion and further adds that the

19

management of money in project determines the project performance in terms of quality, cost and

time components.

Materials

According to Haddad (2006), successful management of construction materials has to be based on

thorough and updated information, and processed utilizing a well-designed construction materials

management strategies. Joro (2015) defines the goal of material management as to ensure that the

materials are available at their point of use when needed hence, efficient procurement of material

represents a key role in the successful completion of the work. However, in terms of materials

management that Ofori (1980) argues that there are diverse factors to be considered especially

when these are scarce in the local markets. The study states that limited availability of locally

produced materials means a huge investment in the importation of materials. Various studies

further shed light that the construction materials availability during project implementation is

closely linked with the viability of the manufacturing sector (Ofori, 1980, Mangore and Chigara,

2012, Mukumba, 2007).

Bell (1987) notes that some construction contractors have developed integrated and materials

management systems (MMS) that combine and integrate the functions of the organization.

According to Pataskar (2013) material management is concerned with the planning, identification,

procuring, storage, receiving and distribution of material. Despite this understanding, there are

various cause for concern with regards to material management especially the aspect of scarcity.

Ofori (1980) lamented the situation of management in Ghana and the argued that material

management systems have to be adopted in any project implementation as these would aid in the

effective and efficient running of projects.

Mangore and Chigara (2012) contend that shortage of materials on the local market, liquidity

crunch and inflationary tendencies were identified as some of the constraints to implementing an

effective site resources management system. The study argues that with the exception of labour

only contracts, material reconciliation in projects are hardly done and hence leaving a gap for

material wastage that in turn affects project implementation. Therefore, Mangore and Chigara

(2012) advocate for material management systems that contractors would have to adhere to at all

costs such that their materials are properly planned for, procured, controlled and distributed during

project implementation. This idea seeks to buttress the observation made by Cynthia (2014) and

Joro (2015) in that various projects are not implemented effectively due to mismanagement and

wastage of materials.

20

During project implementation, there is also a need to consider the effects of importation of

materials as these have a bearing on the project duration if they are not properly management

during procurement, shipping and delivery on site (Ofori, 1980, Mangore and Chigara 2012).

These studies also further add that apart from procurement of materials, storage and safe-keeping

on site also is an essential part of material resource management. During project implementation,

Shaker (2007) notes that the preparation of logs that record the flow of materials, and their approval,

become essential tracking tools to are essential tools in materials management. It can be seen that

material management is a cumbersome practice which need proper planning and execution during

a project. Shaker (2007) augments that materials when they are not properly accounted for, they

are subject to theft and misuse hence negatively affecting the project. The study puts all the

materials management under the jurisdiction of the project manager.

Conclusively, Haddad (2006) states that material management practices could increase efficiency

in operations and reduce overall cost which is deemed a good impact on project implementation.

The study notes that material management is key in controlling material flow within a company,

curbs unnecessary project delays and cost overruns.

2.5.2 Resources Management

Having established the core resources in construction it is therefore incumbent to proceed and pay

attention to the management strategies during project implementation. Effective construction

resources management process is a key to success of a construction project. Resource management

aims at planning, scheduling, procurement and control of workers, materials and equipment

required for the completion of the project, economically and effectively (Sears, Clough and Sears,

2008). Nowadays, successful management of construction resources has to be based on and

updated information and processed utilizing a well-designed construction resources management

system (Kass, 2012). According to Nagaraju (2012), the best combination of resources to use for

performing a construction activity is based on contractor’s ability to identify the interdependencies

of the various resources which brings us to the subject of resource management.

Resources management is defined as a means to achieve better productivity, which should

be translated into cost reduction (Kass, 2012).

Baghele (2014) defines resource management as the efficient and effective deployment of

an organization's resources when they are needed

21

Kafka (2007) defines construction resources management as a concept of overseeing and

strategically managing every physical asset, from consumables to tools and equipment in

every company department, for the advancement of the company.

These definitions point out the essentiality of resources management in construction projects.

Contextually, resources management is defined as the means, strategies and techniques that

companies employ on the available resources to ensure that they increase their project efficiency

and effectiveness whilst minimizing their costs.

According to Nagaraju et al (2012), due to the resource-driven nature of construction management,

resources management is really a difficult task. The study ensues to state that what makes the

process of resource management a difficult one is the issue of scarcity of resources. Resource

scarcity cannot be measured due to its overarching presence in an economy, managing resources

around this subject is such a great challenge. This is further substantiated by Nagaraju et al (2012)

as they state that the project manager must develop a plan of action for directing and controlling

resources of workers, machines and materials in coordinated and timely manner in order to deliver

a project within the frame of limited resources. It is on this same premise that Menzel (n.d.) states

that today resources management systems are available to assist construction companies to

efficiently organise the allocation of their personnel and equipment within the company, but they

cannot provide the company with the idle resources for every single task that has to be performed

during a construction project.

Some variables affect completion of construction projects. Menzel et al (n.d.) state that in

implementing a construction project, companies have to determine whether to work with their own

equipment and personnel or to rent these resources. Such decisions are core in terms of effective

management of resources.

2.5.3 Correlation between Project Management and Resources Management

Project management has been practiced since early civilization. According to Stevens (2002) the

pioneers of project management are deemed to be Henry Gantt and Henry Fayol. These developed

management tools that are predominantly applied in the industry nowadays. Stevens (2002) further

states that the management tools such Gantt charts and the five management function form the

basis of project management as is known today. From these tools there are other project

management techniques that have evolved over the past years and these have also been resource

management inclined. According to Joshi and Patil (2015), project management techniques can be

used to resolve resource conflicts and also useful in minimizing the project duration within limited

22

availability of resources to make the project profitable. Therefore, the advancement of the

techniques has given rise to a significant role of a Project Manager (PM) in the industry.

According to Mendoza (1995) it is the duty of the project manager to envisage the future tasks

within the project and then plan for the resources required so that the tasks are properly coordinated

when they occur. The study also proceeds to note that the key skills of a project manager in

resources management is the ability to plan ahead and schedule tasks based on the available limited

resources. Therefore, the duty of a project manager is crucial in resources management during

project implementation. Nagaraju et al (2012) states that project managers must take complex

decisions under different scheduling needs and under conditions of uncertainty and risk.

Liberatore et al. (2001) reveal that 83% of professional project managers use project management

software for planning and control, and that in construction industry resource levelling is used by

58% for planning and by 44% for project control. From the same survey it was derived that

Primavera Project Planner and MS Project are the most popular software packages used for

construction projects. Therefore, in line with this it can be seen that effective and efficient use of

resources management systems should ensure successful performance of construction projects in

terms of cost, time and quality (Mangore and Chigara, 2012)

Nagaraju et al (2012) postulates that the need for project management systems that aid in planning

is because unless matching resources are planned and procured, no activity can be executed

according to a prefixed time schedule. In respect of project resources, project managers are always

confronted with a number of questions which mainly seek to address the availability of resources.

Having understood this scenario Dubey (2015) proceeds to assert that PM should master the art of

scheduling tasks as this would be due to the limited availability of resources. Therefore, in line

with this, there are various strategies that have been developed to assist PM to manage projects.

2.5.4 Theoretical techniques and strategies of Resources Management

In theory there are various strategies that the project managers use in resources management during

project implementation. Various studies have noted that a wide range of the common resource

management strategies and techniques are inclusive of bar chart, critical path method (CPM),

resource scheduling, resource smoothing, project crushing, programme evaluation and review

technique (PERT), resource levelling and earned value analysis (Bowser, 1995, Kastor and

Sirakoulis, 2009, Joshi and Patil, 2015, Dubey 2015). Contextually, these studies further agree that

there is a common need for resource management strategies as the real world is earmarked with

23

scarce resources. These resources require judicious resource planning, allocation and spending

during project implementation.

According to Hegazy (1999) a handful of companies cannot remain competitive in today’s highly

competitive business environment without effectively managing its resources. Due to various pros

and cons, the application of resources management strategies vary based on their level of

complexity and effectiveness. In practice, basic PERT and CPM scheduling techniques have

proven to be helpful only when the project deadline is not fixed and the resources are not

constrained by either availability or time. However, in a real world this is not practical even for

small-sized projects, therefore, several techniques have been used to modify CPM results in

account of practical considerations. In dealing with project resources, the main type of technique

that has been used is resource levelling. In tandem with that common premise, this study was

focused mainly on the widely used critical path method juxtaposed with resource levelling

techniques to ascertain how these strategies impact project execution.

2.6 CRITICAL PATH METHOD

Critical Path Method (CPM) can be defined as the logical sequencing of a series of events

necessary for a successful research project in such a manner that the most efficient route to some

culmination point can be calculated (Bowser, 1995, Joshi and Patil, 2015). According to Kastor

and Sirakoulis (2009), the critical path method (CPM) has been widely used for project scheduling,

helping managers to guarantee the in time and on budget completion of the project. The study

further notes that the CPM provides useful information for the project for the efficient planning of

a project. The critical path of a network gives the shortest time in which the whole project can be

completed

One of the advantages of the use of CPM is the ability of managing by exceptions critical activities

such that they don’t elongate the project duration (Bowser, 1995). On the other hand, Baghele et

al (2014) argue that critical path method (CPM) is used for repetitive types of projects where the

time estimates for various activities are either known or can be determined fairly accurately. By

and large, in practice, there are so many factors which affect the time and cost of the project gets

adversely affected. Therefore, the critical path analysis being viewed as a tool that illustrates the

individual tasks of a project highlighting the expected starting and finishing tasks of each. More

precisely, the critical path analysis can be used to estimate the minimum or maximum time that

tasks would be started and completed. The other key decisions that can be deduced from a critical

path include the following: estimate the minimum time that the whole project would take to

24

complete, identify if resources are not being used effectively, awareness of any tasks that could

create a possible delay and logical sequence of activities that must be made

While CPM is easy to understand and use, it does not consider the time variations that can have a

great impact on the completion time of a complex project (Kass, 2012). Practically, a common

feature of many projects is a penalty clause for delayed completion and or bonus for earlier

completion. Thus, project managers take these into consideration whenever undertaking any

project. Burke (2003) states that initially the critical path was used for planning and developing a

logical framework, but of late it has been developed so that it also guides the project

implementation phase so that resources are allocated accordingly. These techniques help

management in efficient and economic use of resources for completion of project objectives with

unlimited availability of resources, though it is observed that resources are limited in real project

scenario.

Since CPM greatest limitation is not regarding the resources required for the execution of

construction project but being used as a timeline indicator (Joshi and Patil, 2015). Furthermore, it

is also based on the network activities showing how tasks are interrelated and interlinked. It is on

this premise that Dubey (2015) puts across an argument that the network technique’s focus on time

element and assumption of unlimited resources being available for assigning to the activities to

satisfy the time schedule is misleading in the real world. Various studies further buttress this

argument and postulate that such a management tool is not complete since in actual sense resources

are scare in the real world (Kastor and Sirakoulis, 2009, Joshi and Patil, 2015 and Dubey 2015).

Therefore, it can be noted that the use of the critical path in a world that has limited resources loses

its significance and hence calling for another management technique to bolster the critical path

method.

However, as a management tool, Nagaraju (2012) states that CPM provides the premise for

implementing key resource management strategies such as, resource scheduling, resource

availability analysis and resource loading. These are detailed as follows:

Resource Scheduling

As earlier on noted, CPM is primarily used as a scheduling tool as it provides the basis of

fundamental project activities such as resource definition, planning, and allocation and levelling

(Reiss, 1992). According to Preston (1976), resources scheduling is seen as a means of minimizing

the maximum resource level required for the entire project duration. The study further states that,

the procedure of assigning the accomplishment of an activity to a variable time frame subject to a

25

maximum resource constraint and allowing project time to vary has also been termed as resource

scheduling. Joshi and Patil (2015), state that schedules developed without resource constraints

may not be feasible or realistic when actual resources are considered. Critical Path Method (CPM)

is a technique that has been used mainly for scheduling and controlling of projects, communicating

plan and training new managers. Mangore and Chigara (2012) note with concern that resource

related studies have focused much attention on developing models for resource scheduling, little

has been done on the resource planning and management during project hence the need to unravel

resources levelling.

Resource Loading

Dubey (2015) defines resource loading as the process by which available resources are assigned

to meet the objectives of various activities constituting a project. Resource loading allows the

planner to assign resources such as labour, equipment and materials to each activity in the project

schedule. The main goal of the exercise is to glean as much production as possible from the

available resources through efficient distribution of the same in project execution. Dembure (2009)

adds that this approach uses charts that provide a clear picture of how the resources are being

distributed within the project. The study argues that this pictorial view of the bar charts can be

used also a control mechanism by project managers during project implementation. In tandem with

the importance of resource loading, Wideman (2001) illustrated the following resource loading

approach as a means of demonstration the distribution of manpower resources in a civil

engineering project over the space of 38 weeks paying attention to the aspect of formwork:

Figure 2.1: Civil contract example of site manpower (predominantly) concrete work

26

From the S - curve shown in figure 2.2, Wideman (2001) states that the resource loading approach

is key as it enables the management to single out the trade-off components during project

implementation that enables efficiency and effective production of the contractor. Dubey (2015)

argues that resource loading can be applied to any type of resources on site, from plant, machinery

to manpower. According to PMBOK (2013), application of resource loading also requires project

managers to regularly update their project schedule which in turn may have an effect on the critical

path. Dembure (2009) agrees with this assertion by stating that resource loading helps in project

implementation and control.

Resource Availability Analysis

Mangore and Chigara (2012), postulate that resource availability is deemed a crucial strategy

during resource management in project implementation. This approach seeks to compare the

quantity of available resources at any given time and whether they can be deployed into the project

and it is the duty of project managers to constantly be informed of the available resources at any

given time. Preston (1976) purports that the lack of carrying out proper resource availability

analysis has a negative impact on projects as this affected project execution and hence elongated

duration. Hendrickson (1998) agrees with this observation and further adds that during

construction planning, there is need for an in-depth understanding of the resources available as this

determines also the strategy for project implementation. Therefore, as a resource management

strategy, resource availability analysis plays a crucial role since resources are always limited. In

liaison with the critical path method, Hendrickson (1998) argues that in resource availability

analysis, the difficulty arises because critical path scheduling assumes that no resource availability

problems would be experienced during the project implementation. Consequently, this approach

is seen as to complement the flaws that are posed by the critical path method which is developed

on the premise that resources are unlimited.

2.7 RESOURCES LEVELLING

Resource levelling is defined as an attempt to project implementation in a manner that boosts

productivity and efficiency (Mendoza, 1995). This approach is deemed as inclined on resources-

usage and seeks to implement the project in a resource effective manner. Gido and Clements (2015)

further shed light as they define resource levelling as a method of developing a schedule that seeks

to address the fluctuations in resource requirements in a project. The study states this approach is

mainly moving activities in a project to improve resource loading profile. Contextually, resource

levelling is defined in the PMBOK (2013) as a technique in which start and finish dates are

27

adjusted based on resource constraints with the goal of balancing demand for resources with the

available supply. Joshi and Patil (2015) view the technique as a key tool used to analyse

unbalanced use of resources and resolves resources requirements. Along, that line of thinking,

(Dubey, 2015) concludes that this approach basically seeks to properly assign the resources in a

project so that there is reduction of resources redundancy in a project.

Resources levelling is therefore viewed as an integral part of managing a project, since it addresses

the issue of resource scarcity. Nagaraju et al (2012), Kass (2012) and Dubey (2015) purport that

nowadays this process has been achieved by the adoption of computer software which helps the

project managers in evaluating the resources needed in their project during implementation. As a

result, resource levelling is needed in construction projects to avoid the difficulties associated with

the large variations in resource usage (Nagaraju et al, 2012). The technique thus seeks to keep the

requirements for a construction resource as constant as possible over the duration of the project.

According to Nagaraju (ibid), this is made possible only by the shifting of the schedule using the

available slack in the CPM in order to level resources requirements and usage. However, the study

quickly cautions that activities that are shifted should be on the non-critical path so that the project

duration is not affected by the exercise.

Dubey (2015) states that resource levelling may be simple in which the given tasks are delayed

until the given resources are available or they can be complex where the given resource might be

deployed on multiple projects throughout the company, thus requiring levelling to be done at the

company level instead of the individual project. Joshi and Patil (2015) augments this approach by

underscoring that the only means by which resources conflict within can be resolved in a company

is through resource levelling which involves splitting and delaying project activities. Delay of

activities are only done on the non-critical activities. Mendoza (1995) also noted that by virtue of

the nature of resources needed in construction projects, the only way to deal with the dilemma of

resources conflict is to delay certain activities until the company has resources to implement those

tasks. Therefore, based on this premise, Dubey (2015) discusses the four main techniques that can

be used in resource levelling in resources constrained projects.

28

Figure 2.2 Resource levelling techniques (Dubey, 2015)

Dubey (2015) notes the following approaches in resources levelling:

1. Levelling: this method calls for the allocation of resources within the project or with other

projects within the firm. Joshi and Patil (2015) noted that usually the construction

companies carry out multiple projects at the same time and hence this if not properly

managed might have a huge financial and resources burden on the companies. It is upon

this premise that the project managers would be required to be aware on how best to level

resources in order to achieve their project goals. Dubey (2015) cautions that if levelling is

done on activities that are on the critical path this would affect the duration of the project

and hence crippling the investment pursuits of companies. The study however, postulates

that delays in activities not on the critical path due to levelling can be done as these would

not have an effect on the project duration. Ludwick (n.d) states that there are basically two

methods of levelling resources and these are:

a) Time constrained approach - which takes into consideration that time is of essence and

hence resources are arranged in such a manner that time factor of the project is not

compromised

b) Resource constrained approach - considers that there are no resources availed for the

project and the budget does not permit that. Therefore, in this approach, resource demand

exceeds resources availability. This is however, dealt with using the delaying method

which is discussed below.

Resource Levelling

Splitting

Overtime

Levelling

Delaying

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2. Delay: an activity may be delayed due to non-availability of resources as well as due to

change in the sequence of tasks. Dubey (2015) notes that during project implementation it

is common for the firm to have no resource to implement a certain activity and hence the

need to delay that particular activity. Scarcity of resources causes activities with the slack

to be delayed whilst those with the least slack to be prioritized. Consequently, such a

technique of delaying activities, project managers need to be actively involved in the

process since resource levelling is a complex issue which needs to be resolved daily during

project implementation. Nagaraju et al (2012) state that in all the project activities there is

need not to delay activities that would have a negative effect on the entire project duration.

The use of project management software such as Microsoft Project gives a clear view on

which tasks can be delayed and for how long without affecting the project overall duration.

Amponsah (2010) however, argues that with the general slow uptake of project

management computer systems in most developing countries like Ghana, this approach of

delaying as a technique may have detrimental effects on the project as project managers

would rely on mere judgment and experience in the industry. This assertion presents a

perspective that needs addressing within the industry such that there is a universal adoption

of these management computer systems to aid human effort. Ludwick (n.d) states that the

main focus on delaying is to alter the start and end time of a task rather than its entire

duration. This needs careful planning as it can result in the task delay f not properly

executed which would ultimately affect the project duration.

3. Overtime: According to Nagaraju et al (2012) and Mendoza (1995), human resources are

the integral part of the construction project. These studies note that the human effort is

crucial from the implementation of the project to its successful completion. However, due

to the nature of the construction projects and them being time bound, there is need for these

human resources to work overtime in order to complete the given work (Dubey, 2015). It

is also important to note that the engagement of these human resources to carry out

overtime work would attract more wages which is calculated using the work overtime

factor. On this premise, Dubey (2015) argues that the main cause of the usage of large

amounts of money in a project at times is associated with the assignment of resources

through overtime and hence the need to curb such extra expenditure. Conversely, Mendoza

(1995) reveals that unlike any other resources, the human resource can only work up to a

certain limit due to fatigue hence the need to engage other workers to ease the burden of

working long hours. Therefore, based on that, overtime can only be used as a levelling

30

technique up to a certain limit. However, if not properly controlled, overtime can also affect

the overall profitability of the company.

4. Splitting: These are activities that can be interrupted so that the resources are then

transferred to other parts of the project. Dubey (2015) states that there are certain work

packages that due to the resources constraints can be done in sections until they are finished.

This particular approach may see in the work breakdown structure the activity being broken

into smaller segments so that these activities may only be carried out when the required

resources are available. Joshi and Patil (2015) state that resource conflict or over allocation

can be resolved by splitting certain task. Ludwick (n.d) adds that this approach mainly

focuses on tasks that cannot be done continuously and hence being split into sequential

packages that are done in intervals.

However, to buttress the resource levelling techniques developed by Dubey (2015), Khaled and

Dho Heon (2009) carried out a study that developed resource levelling matrices. These matrices

mainly deal with minimizing undesirable resource fluctuations and to maximize efficiency of

resource utilization on construction site. The study notes the total amount of resources that need

to be temporarily released during low demand periods and rehired at a later stage during high

demand periods. The second metric measures the total number of idle and non-productive resource

days because of undesirable resource fluctuations

Process of Resource Levelling:

Dubey (2015) developed a means by which resources management in a project can be done and

this is shown in the steps below:

a. Develop a work breakdown structure with all shows activities to be carried out in a project.

b. Show how these are interrelated and dependent on each other in an organised sequence.

c. Then assign resources and time frame needed for each activity

d. Explore all the possible hindrances that may hinder the activity, from government policies,

personnel, machinery, and money to the site conditions.

e. Evaluate the interdependency of project activities in liaison with the identified resources

requirements, allocated time and the constraints likely to be faced.

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f. Develop network of the project activities and taking into consideration the linkages that

exist in the project as well as the constraints.

g. Allocate the available resources to these activities and seek to avoid over allocation of

resources to any of the activities.

h. Evaluate the resources allocation.

i. Level all the given resources to develop a revised schedule by using the levelling tool

The study indicates that resource levelling is a complex exercise which requires proper planning,

monitoring and control of activities. These stages are performed to all the activities and thus

dealing with how the available resources can be judiciously assigned to achieve maximum benefits

to the projects. In addition to levelling Ludwick (n.d) states that resource levelling should be

followed by the smoothing process which is an exercise that ensures that there is no over-allocation

of resources. Smoothing eliminates peaks and troughs in a project resources requirement graph.

2.8 BENEFITS OF RESOURCES MANAGEMENT STRATEGIES

In resources management, there are great benefits that contractors glean from properly applying

the aforementioned strategies. Mangore and Chigara (2012) state that effective resource

management system would, among other benefits, enhance good business relations between

contractor and client, ensure that projects are delivered on time and within cost. Dubey (2015)

further adds that the limited available resources when assigned accordingly, has the ability to

achieve more in project successful execution. Therefore, the following are some of the outstanding

benefits associated with application of resources management strategies:

Managing scarce and limited resources

Apart from any other key goals, the main thrust behind the adoption of resource management is

because of their limitedness. According to Dubey (2015) and Mangore and Chigara (2012) citing

Karr and Nasr (1986) there has been a lot of talk on the adoption of scheduling for projects and

very few on the management of resources. These studies agree that the viability of the contractors

is mainly based on how they deal with the limited resources. Closely linked with that, Joshi and

Patil (2015) also adds that the main benefit of the resources management is the fact that it gives a

clear insight on the fact that resources are limited unlike the CPM which only provides as schedule

that assumes an unlimited supply of resources. Consequently, Dubey (2015) argues that the issue

of assigning limited resources within the project such that people do not work overtime is one of

32

the main benefits of the resources management strategies. Management of scarce resources is the

essential benefit of applying these techniques.

Projects are unique and require judicious allocation of finite resources

Companies exist in a resource constrained environment (Dubey, 2015). Therefore, based on that

premise the other benefit that resources management strategies present is the ability to allocate

these resources based on the project needs. According to Dubey (2015) there are certain activities

within the project that are deemed a priority and would require the allocation of resources without

fail or delay such that the project achieves its intended purpose. This is further elaborated by Joshi

and Patil (2015) as they state that project management techniques are used to resolve resource

conflicts and also useful in minimizing the project duration within limited availability of resources

to make the project profitable. Consequently, as stated earlier on, resources management requires

the active involvement of a project manager since projects are so unique and exists in a resource

constrained environment.

Cost overruns and project delays are minimised

In a project, time is an essential component since a project is defined as a temporary endeavour

which has a definite usage requirement needed by the client. According to Dubey (2015), the

aspect of cost overruns is so detrimental that some projects end up not being deemed a success

because of the cost components. Therefore, in resources management, one of the main thrust

behind the exercise is ensuring that there is no cost overruns or these are minimised. Mangore and

Chigara (2012) lamented the state of the projects, noting that even though contractors had resource

management systems, they still could not curb the negative effects of cost overruns on their

projects which is definitely a cause for concern. Nyakayedza (2012) also augments that projects

done by local contractors were earmarked by cost overruns rendering them less competitive against

foreign contractors. Therefore, on the quest to combat this element, resources management

strategies when the project manager judiciously plan and allocate resources, they are bound to curb

the negative aspect of costs overruns.

Boosts competitiveness of contractors

Hegazy (1999) states that very few companies that have not adopted the resource management

strategies are viable within the construction world. It was identified by Mangore and Chigara (2012)

that the losses incurred by contractors is overwhelming and thus limiting their competitiveness in

the global market. Mendoza (1995) substantiates that profitability of companies is based on their

33

management of costs of which failure to do so has negative impact on the sustainability of the

companies in the industry. It is against this background that companies have sought to pursue

resources management as a key project exercise such that they boost their competitiveness in the

market. According to Mangore and Chigara (2012) citing Karra and Nasr (1986) it was noted

modes that have been developed in the industry mainly focused on resources scheduling whilst the

most important aspect was resources management which is still not up to standard as evidenced

by projects failures in terms of resources allocation, assignment and management. Consequently,

this has further depleted the profitability of contactors.

Return on capital for the clients

Since the construction projects are resource intense investments, there is need to consider how the

returns are gleaned from the projects (Mangore and Chigara, 2012, Dubey 2015). It has been noted

that for the clients to draw their intended results from projects there is need for the sound

implementation of project management skills biased on the efficient usage of resources such a

money, manpower, plant and materials (Mangore and Chigara, 2012). It is therefore, important to

note that when the firms put in place viable resources management strategies, the main thrust is to

ensure that they satisfy their clients by meeting their needs at the most minimal usage of resources.

A study carried out by Nwachukwu and Emoh (2011) noted that the usage of resources had a

pivotal contribution to the clients as failure to adequately use the available resources impacted

negatively on the investors and thus tainting the future injection of resources in projects by the

same. This is line with the

Project productivity and efficiency

Projects efficiency is now a core aspect in project management. According to Chigara and

Mangore (2012) the usage of resources management systems assist in the efficient running of a

project and proper management of resources. This is in line with what Dubey, (2015) noted in that

the success of the allocation of the resources in a projects determined its efficiency and level of

productivity. The study noted that there are activities within the projects that are deemed a priority

that would require the adequate allocation of resources such that the overall project performance

is not derailed in the process. In tandem with that, Nagaraju et al (2012) asserts that each activity

is allocated with a specific resource and must be completed within the time limit, otherwise it may

adversely affect the overall duration of the project. However, Mendoza (1995) states that the main

advantage of resource levelling is the fact that it reduces peak demands for resources and creating

a requirement for resources other non-peak times. The study also augmented that resource

34

management is done in a manner that the non-critical activities are shifted to maximize resources

usage without affecting the project duration, (Dubey, 2015).

2.9 IMPLEMENTATION OF RESOURCE MANAGEMENT STRATEGIES

The advent of computers and associated softwares have been deemed as the most fundamental

means of effectively managing information in the business world (Mangore and Chigara, 2012).

There are various software systems that have been introduced in the business world that rely on

the issue of the same. The following are some of the resource management strategies that

contractors have adopted:

1. E-Business

According to Menzel et al (n.d.) the European community has adopted the management of

resources on the quest to assist the efficiency and effectiveness contractors. The systems known

as ERP systems and e-Business systems have been developed over years and now used by the

contractors in managing their project resources. The e-Business approach is an integration model

of the business which is used as means of showing how the business resources are structured and

allocated. This is in tandem with what Mangore and Chigara (2012) postulated in that in projects

sites there has to be viable set systems which need to be used to match with the global trends.

However, in their study they lamented the use of redundant paper systems which contractors used

even though the world has been advocating for computerised systems. Ibbs and Nguyen (2007)

also noted that even though other contractors had adopted the use of computer software such as

Microsoft Project, they still disregarded the use of the same in resource levelling and management.

However, in Europe, Menzel et al (n.d) add that the use of e-Business systems handy in project

implementation as it are showed the availability of resources at any given time in particular labour

and machinery. This system upon highlighting the resources that are available proceeds to assist

contractors in making informed decisions to efficiently plan, schedule and organise the allocation

of their manpower and machinery within the firm. The study further adds that the e-Business

system is therefore pivotal within the company but, it does not show the idle resources in the

company.

2. E-Sharing

Consequently, Menzel et al (n.d) proceed to state that the European Union has further developed

a system that enables companies to share resources taking into consideration the idle resources

within the firm. This is seen as an advancement of the e-business model. The main argument

behind is this approach is the fact that contractors have limited resources and hence can tap from

35

the resources of another company through hiring. Menzel et al (n.d) state that in line with that

reasoning there has been an introduction of resources management strategies and systems known

as the E-Sharing system which is used as a means to determine the availability of manpower and

machinery. The system when used during the project implementation ascertains whether the

contractor used its own machinery or would have to hire. This system supports what was noted by

Ibbs and Nguyen (2007) and Dubey (2015) that the implementation of the project requires the

planned assessment of the available resources and thus seek to allocate them accordingly to meet

the project requirements since resources are always scarce. Dubey (2015) also adds that at times

in a project a single resource such as plant may be assigned to carry out two activities in two

different projects at the same time and hence the need to hire another one.

E-sharing as a resource management strategy is designed to be a model that provides services by

a third party for the efficient management and allocation of resources between different companies.

The study also adds that resources shared through e-Sharing can be of varying types like equipment,

human resources, buildings, and warehouse space. This is seen as means of having a pool of

resources in a closed community where the contractor may always draw resources from either

through hire or purchase. Therefore, developed countries have adopted the e-sharing system as a

means of resources management.

3. Project based labour estimates

As a means of buttressing the traditional Gantt charts and CPM, studies reveal that there has been

a move towards the adoption of resources levelling as a viable means for resources management

strategy (Ibbs and Nguyen 2007, Joshi and Patil, 2015, Dubey 2015).

Nagaraju et al (2012) carried out a study and used resource levelling in calculating the labour

required in the project implementation. Through the use of production constants the study was able

to identify the labour required in carrying out the project in the specified time. This approach

assists the contractor to ascertain whether to employ more personnel or even subcontract a portion

of the project.

According to Nagaraju (2012), resource levelling on a commercial building project and calculated

the labour resources required in the project. The study focused on the production estimates of the

labour and thus giving the project manager a clear view of how much labour was required in the

project. It is important to note that this approach is used based on the project magnitude and the

study states that the contractor should base the daily outputs on their estimated data as this assisted

in producing a detailed labour based resources estimate. According to Dubey (2015), resources

36

levelling is made possible when the project manager desists form relying only on the CPM but

proceeds to capture the project information in terms of resources required and measure it against

with the available resources. This approach that Nagaraju et al (2012) has put across also assists

in the determination of when to hire plant as it would be clear how the labour produced measured

against project duration. On the same note, Patil and Joshi (2015) augment that knowing when to

acquire the services of another party in a project is essential as it curtails any project delays that

may be as a result of the resource shortages.

In the Zimbabwean context, Mangore and Chigara (2012) note that contractors have adopted some

cumbersome paper based approaches such as timesheets and record keeping on the quest to

manage site resources such as materials, plant and labour. The study however, quickly points out

that even though these systems have been put in place their efficiency is greatly questionable as

projects are still delivered late, materials are stolen and also the productivity of plant is not as

desired. The study proceeds to add that the use of paper based systems is outdated and hence the

contractors need to move with the times in managing their resources. According to Menzel et al

(n.d), the computerised system is the approach that is being adopted in the global world and it is

bearing much results as compared to the tedious paper based systems. The paper based systems

has a major loophole of delay in relaying the information to where it is needed (Mangore and

Chigara, 2012). According to Patil and Joshi (2015), projects are usually located in remote areas

and hence having a paper based system in such a case has a negative effect in resources

management as it takes time for the information to be relayed to the head office for action. Despite,

the global trends of moving towards a paperless generation, local contractors still lag behind in

adopting the new phenomenon.

2.10 CHALLENGES OF IMPLEMENTING RESOURCES MANAGEMENT

STRATEGIES

Mendoza (1995) argues that no matter how the project manager plans for resources management

there is always an inevitable conflict of trying to satisfy all the project requirements with limited

resources simultaneously. The study notes that the project manager could have planned to use a

crane during a certain period of the project but this resource may be required at another project at

the same time. This then brings challenges for the project manager. Mangore and Chigara (2012)

noted that there are various systems that the companies have put in place in managing their

resources which ranged from paper based systems to computerised ones. The study however, states

that the economic benefit of implementing these systems measured against the benefits has been

37

deemed as the major setback in fully adoption of these systems by contractors. Consequently,

instead of moving with the times some contractors have lagged behind because of the

establishment cost impact that resources management systems have on firms.

Mangore and Chigara (2012) note with concern that the use of paper based systems was mainly

caused with the local contractors lagging behind in adopting the information technology systems.

This is deemed as a negative attribute affecting the implementation of the resources management

systems. Dubey (2015) augments that it is when the contractors adopt computer aided programs

and use the same that enabled them to adequately manage their resources. The study states that

through systems such as Microsoft Project ad Primavera the project manager has the ability to

follow through the project trends and assign resources accordingly. Therefore, with the contractors

shying away from adopting such, it means that they would remain behind in comparison with their

world counterparts who have adopted such systems. The study proceeds to state that the developed

world contractors had implemented these systems and they were proving to be handy. It is

therefore, imperative that the local contractors move with the world trends so that they can be

competitive when trading in the world markets.

On the other hand, Dubey (2015) further argues that the reasons behind failure to properly

implement the resources management strategies is owed to the fact that most contractors rely

mainly on CPM whilst this disregards the resources availability component. The study proceeds

to state that there is need for the contractors to graduate from using this method and take up

resource focused strategies such as resource levelling if they are to remain viable in the industry.

It is noted that failure to manage resources is hinged on the failure to plan, assign and control the

same during project implementation. It is against this bedrock that various studies have proposed

o project managers to move on from merely using the CPM as the main resource planning strategy

in projects.

There are other underlining factors that various studies have identified as the factors that also

prevent proper allocation of resources management strategies, and these include liquidity

challenges, unavailability of materials, skilled labour, government policies on import, taxes

imposition, legislative factors, corruption, scaling down manufacturing industries and client

preferences (Ibbs and Nguyen, 2007, Mangore and Chigara, 2012, Dubey, 2015). According to

Nagaraju et al (2012), the economic situation is in a state of flux and posing changing environments

of the present era impose numerous financial, legal, ethical, environmental and logistic constraints.

In the Zimbabwean situation, the aforementioned factors have been greatly experienced coupled

38

with the debt owed by the government (which is the construction industry main client) as having

a huge bearing on projects and hence affecting the implementing of resources management

strategies in the public sector (Saungweme, 2011). It is against this background that the local

authorities have failed in resources management.

2.11 CONSEQUENCES OF POOR RESOURCES MANAGEMENT

Resources management plays a crucial role in the implementation of a project. Studies reveal that

the main thrust behind the necessity of resources management is safeguarding funds invested by

clients (Ibbs ad Nguyen, 2007, Amponsah, 2010, Dubey 2015). It is in tandem with this assertion

that Mangore and Chigara (2012) add that inefficient resources management results in increased

chances of project failure through derailing the productivity on sites and thus affecting the overall

performance of the project. Therefore, poor resources management yields the following

detrimental results:

1. Disputes and disagreements leading to litigation cases.

According to Ibbs and Nguyen (2007) the issue of project failure is a serious issue which leads to

the engagement of the courts. This is mainly because of the millions of dollars invested in projects

by clients and hence for them to recoup their funds due to project failure causes the aggrieved

parties to seek recourse in the courts. Elbeltagi (2009) notes that there are huge projects such as

the Suez Canal which had an estimated 1900% cost overrun and hence in such cases the clients

would have disputes on the capability of the contractor. However, in certain projects it is usually

expressed that variations would be tolerated up to a certain percentage of which above that there

are penalties levied against the contractors due to their failure to manage resources.

2. Project abandonment

Nagaraju et al (2007) notes that construction projects consume voluminous resources such as

money and materials. These when not properly managed may lead to project failure. According to

Mangore and Chigara (2012) contractors have put in place measures on sites such as stores and

employed guards to look after materials as failure to do so had a negative impact on the project

when these are stolen. Project abandonment can be as a result of various elements but Amponsah

(2010) and Mangore and Chigara (2012) argue that the contractor’s approach in resource

management plays a crucial role in ensuring that the project is done and finished within time. Wasi

et al (2001) states that in Papa New Guinea, local contractors face the abandonment of project

because of how they handle the project resources especially client’s finances. The study notes that

39

projects fails due to the fact that contractors that are given advance payments divert the same

money into personal use. It is in this light that many project have failed in that particular country.

3. Project delays

Ibbs and Nguyen (2007) state that the main challenge that is faced with contractors is that they

place more emphasis on the scheduling of project paying little attention to the allocation of

resources. With this particular trend it has been noted projects delays are incurred not as a matter

of poor resource management. Apart from the effect on cost, ineffective resource management

practice delays project completion on studied projects (Nagaraju et al, 2012). Based on scheduling

tools such as the PERT and CPM it has been noted that these can be used as controlling tools

during project implementation such that the aspect of project delays are combated (Ibbs and

Nguyen, 2007). However, Mba et al (n.d.) state that even though the CPM method is widely used

it still was not used to the maximum especially during project implementation as contractors fail

to combat the project delays through assigning the scarce resources to critical activities that have

a negative impact on the project duration. Mangore and Chigara (2012) augment this assertion and

note that even though contractors used resources management systems and strategies, the fact that

the projects are delivered late questions the effectiveness of these systems hence the need to pay

closer attention on how these are implemented.

4. Reduced competitiveness

Menzel et al (n.d) states that the reason behind the existence of any construction company is so

that they remain viable and competitive within the industry. The study further notes that the use of

business electronic models is so that there is increased efficiency as a deficiency of the same means

losses for the contractors. Along the same vein Dubey, (2015) adds that the level of

competitiveness of contractors is measured on how well they manage their resources in a project.

Therefore, it is clear that not implementing resources management has a detrimental effect on

contractors and makes them not competitive. Saungweme (2011) observed with concern that the

local Zimbabwean industry was characterised by the Chinese taking over the market as the local

contractors struggled to remain competitive. According to Mukumba (2007), contractors were

deemed to having failed in competing with the foreign contractors due to their project performance

which mainly was attributed to poor resources management.

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5. Project cost overruns

According to the scheduling studies it has been noted that the fact that contractors only rely on the

CPM as a means of time allocation of the project, this has led them to experience cost overruns

whilst they possess a tool that can actually aid in the effective monitoring of the project costs (Mba

et al, n.d., Dubey, 2015). Elbeltagi (2009) observed with great concern some of the world’s major

projects that incurred cost overruns even though there is an availability of an array of resources

management tools. Mba et al (n.d.) postulates the effective use of a CPM in resources management

would in actual sense aid the contractor to effectively allocate project resources as well as manage

them during the project implementation. The study further adds that apart from relegating the role

of the CPM to the time factor only, it has also an inherent ability of showing which activities when

allocated adequate resources would combat the cost overruns in the project.

6. Client dissatisfaction

According to Elbeltagi (2009) a project exists so that it meets the requirements specified by the

client. This implies that the project is deemed a success when it meets the client’s requirements.

Consequently, Mba et al (n.d.) laments that the amount of poor management of project resources

even after the clients have injected huge amounts of money is still so prevalent in the market. This

comes against the bedrock that in Nigeria the abandonment of projects which leads to client’s

dissatisfaction was regularly experienced in the construction industry. This is in line with what

Amponsah (2010) noted in that poor resources management from internationally funded projects

had caused more harm than good as clients tend to withdraw financing any future projects of great

magnitude. This was further noted as being mainly caused by the inability of contractors to

adequately manage the resources upon being awarded a tender. In the Zimbabwean context, it was

noted that the incompetency of contractors has led the projects which involve large amounts of

investments to be carried out by foreign contractors as clients seek to hedge themselves from

project failure which also results in loss of their investment (Mukumba, 2007, Saungweme, 2011).

2.12 THEORETICAL GAP

Resource management is a topical subject within the construction industry mainly because of the

scarcity nature of resources. This topic has been viewed from different and varying perspectives

with some scholars postulating that there is limited application of viable strategies whilst others

argue that those that have been applied especially in developing countries have not yielded

meaningful results. It is also clear that there has been a lot of research on how CPM and resource

41

levelling are of great importance in resource management especially in developed countries. By

and large, there is a general consensus on the need to apply resource management strategies during

the implementation phase of the project. However, from the reviewed literature, there has been

little attention that has been paid on analysing how these have been effective in a resource

constrained economy like Zimbabwe. The general reasoning on the economy has been based on

the fact that the resources are scarce but with reference to developed countries which is a totally

different case for developing countries. Therefore, this study sought to bring to light the critical

aspects of the current economic trends and how these harsh economic conditions had a bearing on

the resource management strategies. The study proceeded to point out the practical ways that

contractors have applied on the quest to confront such adverse conditions. To substantiate this,

the study gleaned data from sources like Ministry of Finance and CIFOZ which have a direct

impact on the practices of contractors within the construction industry

2.13 CONCLUSION

Resource management plays an important role within the construction industry. There are a variety

of factors that contractors consider when it comes to resource management. The main areas that

require resources management strategies are money, materials, manpower and machinery. It is in

these areas that contractors have faced challenges and these include lack of investment and

liquidity constraints, administration, project failure, cost overruns and limited market-share due to

poor performance within the industry. The contractors have therefore, adopted a number of

resource management strategies and these have yielded different varying results. The main

strategies that have been adopted include project based recruitment, synchronized systems, bulk

purchasing among other measures. However, it is worth noting that there are systems like e-sharing

that have been adopted in the European countries which enable the contractors to share the

resources in an effective manner. On that premise, the CPM and resource levelling techniques have

become handy in the industry in that they enable the contractors to follow through the planned

schedules and allow for the assignment of resources during the project execution. All these

improvements in these countries emanated from contractors setting out measures in place that

promoted their performance. It can be concluded that application of resources management

strategies has the ability to boost the effectiveness of the contractors during project execution.

Eventually this leads to competitiveness, competence and effectiveness within the industry as well

as restoration of confidence from the clients who previously were opting for external contractors.

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CHAPTER 3: RESEARCH METHODOLOGY

3.0 INTRODUCTION

This chapter is about the choice of a suitable research methodology to achieve the research aim

and objectives of this study. Therefore, it gives an overview of the methodology that was followed

in carrying out the study. The chapter commences with a detailed research design that was used in

the study. The research design used is the descriptive design which sought to show in depth the

analysis of the resources management strategies that contractors have adopted in project

implementation in Harare. This is followed by research strategies and methods that was employed

in eliciting data. The chapter concludes by giving an overview of how the collected data was

collated and presented.

3.1 AREA OF STUDY

Harare the capital city of Zimbabwe has been chosen as the study area upon which the research

was conducted. According to Saungweme (2011), building and construction companies are widely

spread throughout the country but have a higher concentration in Harare and Bulawayo, hence the

choice of Harare.

3.2 RESEARCH DESIGN

On the quest to carry out a study, Gunatilake (2013), states that a research involves a systematic

or methodical investigation that seek to provide answers to a problem of the subject understudy.

Therefore, in pursuit of the answers of the subject understudy there was need to come up with a

research design. According to Selltiz et al, (1962) a research design is the arrangement conditions

for collection and analysis of data in a manner that follows a logical framework. It is further seen

as a sequential and logical structure of inquiry whose main aim is to combine relevance to the

research purpose (Selltiz et al, 1962, Creswell, 2003). Kothari (2007) augments that a research

design stands for advance planning of the methods to be adopted for collecting the relevant data

and the techniques to be used. Therefore, a research design is a plan that lays down the procedural

framework upon which the study would be carried out, with the research questions being the

guideline on how the research would address the issue of resource management strategies used by

contractors during implementation phase.

The study used descriptive study. In a descriptive study, there is a combination of exploration and

explanatory studies (Creswell, 2003). However, Sekaran (2000) notes that descriptive study is

undertaken to ascertain and describe in detail the characteristics of the variables of interest

understudy. Descriptive research is used to identify and classify the elements or characteristics of

43

the subject. Resource management strategies within a constrained economic climate vary from

company to company as these seek to enhance their effectiveness and efficiency in managing

scarce resources. Therefore, the choice of using a combined approach of exploratory and

explanatory research seeks to provide a comprehensive approach whose main thrust is to identify

the pivotal concepts and variables that would generate a causal explanations as to how contractors

have been implementing their projects as well as exposing their insights underpinning the effects

of the same (Sekaran, 2000, Creswell 2003). Naoum (2002), corroborates that descriptive study is

an approach that ultimately gives a more comprehensive understanding and conclusion of the

phenomena understudy. Contextually, it can be seen that in pursuit of understanding different

resource management strategies that contractors have implemented in the industry, this method

was handy.

3.2.1 RESEARCH APPROACH

According to Saunders et al (2007) there are different research approaches or strategies in carrying

out a research. A strategy provides a planned course of action. Research approach aid to put the

research prototypes or paradigms into motion in the empirical world through specific methods of

data collection (Denzin and Lincoln, 2005). In line with this, various studies reveal that the main

choice of an approach is hinged upon the type of the required data (Selltiz 1962, Creswell, 2003,

Naoum 2002). On the quest of eliciting data on resources management strategies that local

contractors have adopted in project implementation the study had a two pronged approach:

o Firstly, the study focused on investigating the local contractors that are still operational in

Zimbabwean construction industry. On this premise, the study used survey as its strategy

of gleaning information from the contractors. This particular research strategy gives a

detailed overview on the phenomenon (Creswell, 2003, Wusabha 2007). It is used mainly

in descriptive studies which in turn have more inclination on the exploratory nature. The

merit of this approach is that data can be collected from reasonable a large sample group

and can be used to give reasons for particular trends, patterns and relationships between

variables (Creswell, 2003). The survey further gave an insight of the current running

projects and how the local contractors have managed the resources and how these have had

an impact on the implementation of the projects.

Consequently, a survey aided in solicitation of detailed explanatory insight into different resource

management strategies that local contractors have adopted in implementing their projects that have

enabled them to weather the economic storms.

44

o Secondly, the study concentrated on the case study of a finished project. A case study offers

an immense opportunity to study a particular subject in-depth and thus giving certain

correlations and insights that cannot be derived from a survey (Neville, 2007). Therefore,

the case study gave an in-depth analysis on the use of critical path methods as well as

resources levelling by the contractor as these are inherent part of a construction project

during implementation. The study focused on understanding the program of works that the

contractors use during the construction phase and how this tool assisted the project

resources levelling. Based on this approach, the study gave a detailed descriptive and

explanatory approach on the variables mainly, critical path method and resources levelling

during project implementation and their impact on the case study. It is understood that the

study from the data gleaned in a case study had a clear view of how theoretical framework

of resources management correlates with the practical approach in constrained economic

environment. However, certain scholars argue that the use of case studies should be

minimal as these cannot be relied on in terms of giving accurate data representing the

population understudy (Selltiz, 1962, Creswell 2003). On the quest to combat the biasness

that can be liable to case studies, the study used surveys of other finished projects to

authenticate the data that was derived from the case study on resource management

strategies in project implementation

3.2.2 RESEARCH METHODS

In carrying out a study, various methods are employed in order to provide answers to the research

questions. According to Creswell (2003) research methods vary and these are dependent on the

subject understudy. On the same premise, Kothari (2007) states that research methods are a core

fundamental in soliciting data that addressed the subject being studied. Gunatilake (2013) argues

that research methods can take the format of a qualitative, quantitative or the combination of these

two and hence known as the mixed methods.

3.2.2a. Qualitative Research

Qualitative research is defined method that studies as an event in its natural setting revealing views

and opinions of the respondents taken into consideration prior to concluding the trends being

witnessed (Creswell, 2003, Abusabha and Woelfel, 2003, and Kothari 2007). This approach

attempts to make sense of the meaning of the phenomenon understudy. On the quest of

understanding the resource management strategies and their impact in project implementation this

approach played a pivotal role. The main advantage that was realized from this approach is the

fact that different contractors were able to reveal their different strategies based on what they have

45

experienced in the industry. This brought about different perspectives of the subject understudy

and aided the research to derive a wide variety of strategies that have been adopted in the industry

(Creswell, 2003)

3.2.2b Quantitative Research

According to Kothari (2004), quantitative research involves a generation of data which was then

subjected to rigorous quantitative analysis in a formal manner. This approach is mainly concerned

with the statistical analysis of data and hence used to test the theoretical framework. Creswell

(2003) augments that the quantitative approach establishes statistically significant conclusions

about a population by studying a representative sample. The study proceeds to advocate for the

use of quantitative research as it is deemed accurate method. In the second phase, the study focused

on the case study, the researcher relied mainly on the quantitative research method. By and large,

in case studies, the study sought to analyse the use of the theoretical framework mainly the critical

path method and resource levelling so as to understudy the impact of the same in project

implementation. The study concentrated on these strategies as they can give an indication of their

impact and effectiveness as used by the local contractors in a resource constrained environment

such as Zimbabwe.

3.2.2c Mixed Methods

Lately, within the research field, there has been an advocacy for the adoption of what has become

to known as a Mixed Method approach (Creswell, 2003). The study further adds that the main

reason for this approach is so that there be a balance in the research method used so thus curbing

any form of bias and inaccurate conclusions. Therefore in order to comprehensively explore the

resource management strategies and their impact in project implementation the study combined

the two research methods (Creswell, 2003, Brannen, 2011). According to Creswell (2003), the

demerits of each research method was covered by the other method and thus the need to have a

study that uses both methods for complementary effect. Curry et al (2009) adds that the use of both

the methods succeeds in corroborating findings, thus using results from one method to advance

insight attained with a complementary method.

3.3 TARGETED POPULATION

The study focused on the local contractors that are listed in the CIFOZ category list. According to

Polit and Hunger (1999) and Naoum (1998), a population refers to the collective or totality of all

the objects, subjects or members that conform to a set of specifications. Therefore based on that

bedrock, the study population consisted of the following; local contractors, material manufacturers

and suppliers, government and its parastatals, clients, construction industry professionals (quantity

46

surveyors, architects, and project managers), public, and construction industry statutory bodies

(CIFOZ).

3.4 SAMPLING

3.4.1 Sample and study units

Gay (1987) defines sampling as a process of selecting a group of subjects for a study in such a way

that the individuals represent the larger group from which they were selected. Consequently, a

sample is a finite part of a statistical population whose properties are studied to gain information

of the entire whole group (Webster, 1985; Kothari, 1997). Therefore, the study unit deduced from

the population represented the entire characteristic embodied in the particular population from

which it is drawn from. The following are the study units that the study drew so as to address the

issue of resource management strategies:

a) The Government and Parastatals

This is the main client in the construction industry and hence the study would through the

representative from the Ministry of Public Works derive the government stance on the use and

adoption of the resource management strategies.

b) Clients

These are general clients who venture into projects either to have return of investments o to have

structures that would be a store for their monetary value. These play a crucial role in the project

implementation as their money is the invested injected into the projects. hence through the use of

databases from the Local Authority, professionals, the indigenous contractors, again the formula

being used to get the number of clients

c) Local contractors

CIFOZ has clustered the local contractors according to their capacity in various categories

(categories A to E). On the quest to have a sample that clearly represents all the categories, the

study drew contractors from each category from different categories. Contractors possess the

manpower, machinery and money, and these are profit making organizations which venture into

projects for the sake of making more money. They are the main focus of the study as they give a

clear insight of how crucial resources management strategies are during the project implementation.

d) Construction industry professionals (Project Managers, Architects, Quantity Surveyors

and Engineers)

47

During project implementation these professionals are involved either for the side of the client or

for the contractor. They represent a pivotal group in project implementation and hence they also

do play a fundamental role in terms of resource management. During project implementation these

professionals produce interim certificates that are documents that are used for validating the

payment of contractors based on their work done. Therefore, their involvement and controlling

project resources either for the client or the contractor is their main obligation. In this study, to

derive a holistic approach in resources management these were considered as well.

Based on the four main sample groups above, the first phase of the study had the following study

units:

Table 3.1 Sample Size

Sample Name No of Respondents

Ministry of Public Works, Clients 5

Local contractors 30

Construction professionals 10

Total 45

The study chose to derive six contractors from the CIFOZ categories, A to E so that there was an

even representation of groups based on their capacity. As for the clients, the sample size was

chosen in such a manner that it covered the public and private sectors and these were coupled by

the construction professionals who represented mainly the clients.

3.4.2 Sampling Techniques

Creswell (2003) and Kothari (2004) argue in a study, to use the population as a sample is time

consuming and resource straining hence the need to select a few individuals that resemble the

whole population. Sampling is a process of selecting a sufficient number of elements that would

be a true representation of the population (Sekaran, 2000). They are basically two categories of

sampling techniques namely random and non-random sampling. Kothari (1997) asserted that in

random sampling each and every item in the population has an equal chance of inclusion in the

sample. In project implementation there are various interested parties that are involved even

though the client and the contractor play a major role. Therefore, to capture the ideas of various

project stakeholders in project implementation the following sampling techniques were used:

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Stratified Random Sampling

A stratified random sampling technique was used so as to ensure that local contractors listed in the

CIFOZ categories would have an equal probabilistic chance of being studied (Kothari, 1997).

Koether (2012), defines stratified random sampling as a sampling method in which the population

is first divided into strata. Consequently, in this study the contractors are already categorized based

on their capacity by CIFOZ. Using the categories that are already existing in the CIFOZ database,

simple random sample was taken from each stratum.

Purposive Sampling

Purposive sampling technique, also called judgment sampling, is the deliberate choice of an

informant due to the required and usually expert qualities that they possess (Creswell, 2003;

Tongco, 2007). This was the reasoning behind the choice of the project to be studied in the case

study section. The contractor used the critical path method and the resource levelling tools in

managing resources during the projects and hence this gave an insight on the impact of these

management tools. In having in depth analysis of the resource management strategies through case

studies were handy in substantiating the thoughts and perceptions gleaned through the survey of

the local contractors. Purposive sampling was also used to draw sample representatives from the

Ministry of Public Works and construction professionals.

Snowball Sampling

Snowball sampling is a method which relies on point of references as one particular individual

respondent helps the researcher locate the next respondent who embodies the same characteristics

(Biernacki and Waldorf, 1981; Tongco, 2007). This method was used in the selection of clients.

To make this more feasible, the study approached the relevant authorities and construction

professionals who provided the information on the identification of these clients.

In this study, there are three main sampling techniques that were used mainly because they

complement each other. Creswell (2003) and Kothari (2004) argue that there is need to have study

that uses a variety of sampling techniques so as to combat the issue of bias. Therefore, based on

that argument the main reason behind the use of the different sampling techniques was to combat

the issue of bias as well as gleaning as much information as possible on the subject understudy.

49

3.5 DATA COLLECTION TOOLS

The collection of data was drawn from different sources. These include basically the following

sources namely:

3.5.1 Secondary Sources

Secondary data refers to the data that has been collected, collated and stored either in statistical

format or textually and its main purpose being to be used as a source of reference (Naoum, 2007).

The main sources of this data were journals, conference proceedings, publications, text books and

internet publications. With reference to these platforms, a detailed history and background of the

study was established.

3.5.2 Primary Sources

These are sources that are directly linked to the research and they provide the raw data that was

then collated and interpreted by the researcher with the aim of retaining its original and intended

meaning (Kothari, 2004). Primary data was collected by the researcher for the purpose of the study.

However, this data required great care as the researcher had to interpret data as it was given without

distorting any information. This data was collected using interviews, study groups on projects and

questionnaires administered on respondents included in the sample. By and large, the primary

sources were the most essential means used in getting first-hand information on the current trends

on the subject understudy.

3.5.3 Data Collection Instruments

In data collection, the instruments used in soliciting the data were as follows:

i. Questionnaires

Self-administered questionnaires were employed in the study in gleaning the perceptions of

contractors with regards to resource management strategies that are used during project

implementation. However, it has been noted that questionnaires provide a pivotal means of

soliciting the data within the sample (Kothari, 1997, 2004). Naoum (2007) proceeds to state that

there are basically categorized into two: the open form and the closed form. The study used

questionnaires that comprised both open and closed ended questions. Open ended questions

assisted in getting the generic views and explanations of the current trend-patterns in the industry.

Whilst, closed ended questions made provision for the identification of pre-conceived matters

regarding resource management strategies that have impacted their project implementation.

50

ii. Interviews

An interview is an interactive formal or informal way in which a respondent were directed with

questions (Sekaran, 2000; Naoum 2007). It also assists in the creation of a conducive rapport upon

which a respondent can speak freely as well as seek any question clarification if need be (Curry et

al, 2009). This also results in respondents elaborating on issues and hence painting a whole and

complete picture of the current trends of the subject understudy. The main disadvantage of this

approach is that it exposes the respondent to withhold certain information. The study used both

formal and informal interviews as these allowed for the deliberations of issues. This approach

aided in drawing the generic views of the current situations faced by contractors in adopting and

implementing resource management strategies.

iii. Observations

In the case study that was highlighted before, the study sought to use observation method.

According to Driscoll (2011), in participant observation a researcher interacts with participants

and become part of their community. The researcher used participant observation. In being an

observant, the researcher had the ability of going through the records and programmes that were

used in Project XYZ to assess how the critical path method was dealt with as well as resource

levelling. Consequently, the main thrust behind observation is to note the implementation of the

resource management strategies and the impact on the project implementation of the same.

Through participant observation the researcher gains more information because of being part of

the project being undertaken (Kothari, 2004) and generated as much information as possible on

the subject understudy.

The study used the aforementioned tools to collect data as these provided the premise upon which

the research aim could be achieved. The use of interviews, questionnaires and observations

provided the study a platform to analyse the current resources management strategies that

contractors are using in the industry. For example, participant observations aided in analysing the

frequency of program of works revision as well as how the contractors used their database to

manage the site resources. Access to these databases could only be made possible by the use of

observations. Whilst, interviews provided a rapport for the study to glean as much information as

possible on how contractors are implementing their resource management strategies and thus

noting their effectiveness. The interview guide questions was also aided by the questionnaires

which had open ended questions to enable respondents to offer their free input.

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3.6 DATA PRESENTATION AND ANALYSIS

The data to be collected on the resource management strategies adopted by local contractors in

project implementation in Zimbabwe was collated and presented.

In presenting the quantitative data, the study used the Likert scale approach. On the quest to

ranking factors associated with the impact of the resource management strategies based on the

extent of importance the severity index or relative importance index approach was used. The

formula is shown below:

Severity Index or Relative Importance Index = Σ(Wi Xi/n) x 100/k

(Where: Wi represents the frequency of respondents, Xi represents extent of severity of the scale,

n is the total number of respondents, k represents the numbers within the Likert scale used)

The above method has been chosen in presenting the data as it allows the researcher to determine

the extent of the resource management strategies and their impact understudy. The Likert scale

provided the respondents with a range from which they could choose from on assigning their

responses. This provided a coherent responsiveness to the research questions that paid particular

attention to the effectiveness of the resources management strategies. The produced tables based

on the severity or relative importance method were presented in tables, pie charts, histograms and

bar graphs. It is then upon these pictorial views that the data was adequately interpreted and

analysed.

Curry et al (2009) observes that unlike quantitative studies, in which data collection is generally

completed before data analysis begins, qualitative data collection and analysis occur in an iterative

fashion. Therefore, qualitative data due to its nature of being subjective from different respondents

within the sample was summarized and paraphrased in a textual format. However, this calls for

great care as a summary may result in the loss of meaning or interpretation may be wrong which

yields wrong conclusions (Creswell, 2003). Since this study considered mainly the resource

management strategies, most data shall be qualitative but to complement this method, quantitative

data was used.

3.7 RELIABILITY AND VALIDITY

In a study that comprises quantitative and qualitative research, there is prone to be a compromise

of the interpretation of the data (Creswell, 2003). Therefore, on the quest to combat this aspect the

study focused also on the reliability and validity of the data.

52

According to Miller (n.d.) reliability is defined as the extent to which a data collection tool for

example a questionnaire, test, observation or any other measurement procedure yields the same

results on repeated cases. This is the most fundamental aspect as it enable repeatability of studies.

Joppe (2000) added that reliability measures repeatability and consistency of the data derived from

the study. However, Miller (n.d.) argues that a particular measure can be perfectly reliable and yet

not be valid, therefore the need to understand the concept underlining research validity. According

to Miller (n.d.) validity is defined as the extent to which the instrument measures what it purports

to measure This is in tandem with Joppe (2000), who states that validity, determines whether the

study measures that which it is meant or intended to measure.

Consequently, on the quest of producing a reliable and valid study, triangulation was used.

Triangulation is a method of cross-checking data from multiple sources to search for regularities

in the research data (Denzin, 1998, Gunatilake, 2013). In is arrived at through the use of various

sources that are meant further substantiate the data collected. It can be seen as a cross examination

or validating qualitative data from a different standpoint through including different sources

(Denzin, 1998). To validate the data, the study used the severity index or relative importance index

method to come with valid and reliable quantitative data whilst the use of different respondents

validated the qualitative data.

3.8 ETHICAL CONSIDERATIONS

This is a key concept in research in the fact that the result should not be tempered with as well as

the respondents should be treated with utmost respect and care at all times. This means that the

issue of ethics in any research is important. Some of the conditions that this study adopted so as to

comply with ethical values are as follows:

Consent

Involves the procedure by which an individual may choose whether or not to participate in a study.

This means that no respondent were involved in the study without their awareness of the

proceedings.

Anonymity

The issue of anonymity was the utmost priority in the study. Questionnaires had a provision for

the filling in of names neither any place to which the respondent can be traced. This is important

as it also promotes and encourages participation from respondents.

53

Confidentiality

The study sought the interest of the respondent by not divulging any form of information to the

general public. If this was violated there was bound to be brand damage of the contractor that

associated with such information

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CHAPTER 4: DATA PRESENTATION AND ANALYSIS

4.0 INTRODUCTION

This chapter highlights and discusses findings of the study based on the research questions. A

sample of 45 respondents was drawn and that sample comprised on Ministry of Public Works

representatives, clients, construction professionals and local contractors listed in the CIFOZ

categories operating in Harare. On the quest to answer the research questions and to attain the

research objectives, a self-administered questionnaire was employed, coupled with formal

interviews, observations, and checklists. From the analysed study, it is evident that contractors

understand the importance of resources management and they put in place resource management

strategies. Of these various strategies, contractors are still yet to glean meaningful results because

projects are still finished late, there are cost overruns and clients are still dissatisfied with the

workmanship of the local contractors. However, the use of CPM and resource levelling techniques

seem to provide a progressive aspect in terms of managing resources and hence contractors are

urged to apply these strategies with utmost importance.

4.1 RESPONSE RATE Table 4.1: The response rate of the study

The overall response rate of the respondents in the study is 76%. However, 60% of the clients

preferred that the interview guide be emailed to them first and then setting up of an appointment

followed thereafter. This approach saw 100% participation of these respondents from this targeted

group. Clients comprised of the Ministry of Public Works representatives since the government is

the main client in the sector and private clients that are into construction to buttress the government

thrust in infrastructural development. On the same vein 70% of the construction professionals

namely quantity surveyors, architects and consulting engineers participated in the study.

Conclusively, 73% contractors took part in the study.

Name Targeted Sample Actual Respondents

Ministry of Public Works, Clients 5 5

Local contractors 30 22

Construction professionals 10 7

Total 45 34

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4.2 CONTRACTORS’ PERSPECTIVE IN RESOURCES MANAGEMENT

Contractors are individuals or firms that carry out construction projects on behalf of clients and

consulting professionals (Mukumba, 2007). Since contractors are mandated to execute projects

and entrusted with clients’ investments they played an integral part of the study. From contracting

firms, the study saw the participation of various project personnel who proffered diverse critical

views. These contractors were subjected to self-administered questionnaires that saw 73% being

returned. Informal interviews were also conducted in this group.

Figure 4.1 Contractors’ Respondents Composition

In general, the study saw contractor’s quantity surveyors and project managers being the top of the

participants contributing 36% and 27% respectively. The other participants included managing

directors, finance managers and engineers. Prior to understanding on how contractors manage

resources, it was important to understand the projects that these contractors executed in the year

2015. This further shed a clear view of their involvement and contribution in the construction

sector.

4.2.1 PROJECTS MONETARY VALUE

According to the categorization done by CIFOZ, contractors are placed in classes based on their

financial capacity to carry out projects. Contextually, separation of contractors is mainly based on

their assets and capacity, hence from that standpoint there are certain projects that some contractors

are deemed ineligible to compete for. As aforementioned, at the apex of the categorization

considerations of contractors is financial capacity. This is so because money is deemed as the

major component in a project. In some cases, clients buttress the financial capacity of contractors

through advance payments especially for material procurement. However, Wasi et al (2001)

sternly argues that contractors fail because even though contractors in Papua New Guinea are given

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5

6

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Q U A N T I T Y S U R V E Y O R

M A N A G I N G D I R E C T O R

E N G I N E E R F I N A N C E M A N A G E R P R O J E C T M A N A G E R

CONTRACTORS' RESPONDENTS

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advance payments by clients, a majority of them abuse this money through diverting project funds

to personal use. Contextually, in a cash strapped economic environment, contractors agree that the

risk of abusing funds through diverting project payments is very high. It is interesting to note that

contractors further stated that some project delays and failure were mainly due to this practice in

the industry. Nonetheless, prior to delving much on how contractors manage project resources,

firstly, the study sought to highlight the magnitude of projects that the contractors have executed

in these harsh economic conditions in Zimbabwe.

The following shows the magnitude of projects that these contractors have executed in terms of

monetary value in the year 2015:

Figure 4.2 Monetary value of projects undertaken by contractors in 2015

Figure 4.2, shows that the year 2015 experienced low value projects. According to contractors

understudy, their participation on the construction projects with monetary value of less than $100

000 constituted the bulk of the respondents. This is in line with the statement in the National

Budget of 2015 which stated that there was a downward trend in the construction growth and hence

the reason for low construction value projects.

However, 22% of the contractors were on the other end of the spectrum engaging in projects worth

more than a million dollars. The study discovered that of the contractors in the above one million

dollar projects threshold, 60% of these contractors gave further information that those project

values were based on the work done and certificates given to the clients and not necessarily what

had been paid. In the Zimbabwean situation, the liquidity crisis has greatly crippled the payment

of contractors despite the magnitude of the projects that they have undertaken. Mangore and

39%

13%

26%

22%

Contractor's Projects Monetary Magnitude in 2015

Less than $100 000.00 $100 000 - $500 000 $500 00 - $1 000 000 $1 000 000 +

57

Chigara (2012) bewailed this situation and viewed it as having detrimental effects on the survival

of the contractors.

4.3 CONTRACTORS KEY PROJECT RESOURCES

Resources play an important role in the implementation of any project. According to the study,

resources were defined as the requirements that include mainly, plant and equipment, materials,

finances, land, time and any other project related resources. These were deemed as the most crucial

components that make up the project resources. Conclusively, contractors view resources as means

that allow for the execution of projects successfully. It is important to note that other contractors

went further to state that resources also include assets that are owned by the company. This came

against the background that during tendering stage, clients consider these also as a means of

gauging the capacity that the contractor possesses to carry out the project. The following shows

the priority list of contractors’ resources:

Table 4.2: Priority ranking of resources

Resources Percentage

Rank of importance

Money or finances 100% 1

Skilled personnel 91% 2

Material 77% 3

Plant and Equipment 73% 4

Time 59% 5

Land and space 59% 6

Fixed assets 18% 7

58

Figure 4.3 Project Resources priority list

When giving the relative importance of resources, 100% of the contractors ranked money as the

most critical resource needed in the project. Therefore financial access is of great importance in a

project. However, in an economic harsh condition, where money is in acute shortage this presented

a challenge for the contractor as they are forced to develop viable means of managing this precious

resource. Accordingly, the liquidity crunch experienced in Zimbabwe, is seen as the main threat

to this being realised by the contractors. Secondly ranked resource was skilled manpower pegged

at 91%. Construction industry is a labour intensive industry which requires skilled personnel. It is

important to note that Mukumba (2007) laments the exodus of large numbers of skilled personnel

in the construction through brain drain that left a gap in the Zimbabwean sector. Cynthia (2014)

further argues that even though there is that desire for the employment of the skilled personnel the

industry is still not lucrative to attract back those that left the country during the economic

meltdown of 2008. Contractors also noted with concern that the emergence of indigenous

contractors has seen the industry being invaded by contractors that employ relatives and less

skilled personnel even though there are dozens of unemployed professionals in the country.

The third ranked important resource in construction are materials. Contractors stated that the

manufacturing is not performing in full capacity and this has led to the material shortages and

forcing them to import materials in order to carry out their projects. Lately, clients have

demonstrated a clear understanding of the importance of materials and thus in certain cases, they

0%

10%

20%

30%

40%

50%

60%

70%

80%

90%

100%

Money orfinances

Skilledpersonnel

Material Plant andEquipment

Land and space Time Fixed assets

Project Resources Priority List

59

make advance payments so that contractors may purchase the required materials. Other highly

ranked resources included, plant and equipment, land and time.

Least in the priority list was the issue of fixed assets. At the tendering stage, contractors are

required to furnish the clients with the assets that they own and this is used as a judgment tool

during the adjudication of tenders. Assets signify the financial capacity of the contractor and

closely linked with that is the aspect of the plant and equipment owned by the contractor. Plant

and equipment play a crucial role in the construction phase and hence its availability and state is

deemed to be of great importance. The use of obsolete equipment has proven detrimental to the

contractors as they produce poor quality products and affects productivity. It is also against this

background that has seen well equipped foreign contractors namely the Chinese and South

Africans taking over some of the pivotal construction projects and thus relegating the local

contractors to being subcontractors.

In this technologically advanced age, contractors also added communication media as another

resource that needs to be seriously taken into consideration. This is of paramount importance as it

addresses communication problems for remotely situated construction projects. For these remote

sites there is need for the means of communication between the sites and head office for effective

project management. It is also fundamental to note that information drawn from the sites has a key

influence in the overall management of the project resources and decision making. However,

Mangore and Chigara (2012) lamented delays of information being relayed from sites to the head

office such as time sheets and engagement of subcontractor’s plant including other elements. It is

on this premise that the European construction industry developed the e-sharing systems and other

technologically advanced softwares for the purposes of on time delivery of information to the key

decision makers in the head office.

Resources in a project are only effective to the level at which they are managed and nowadays

project success is not a matter of completing a project but it is doing so in an economic and efficient

manner. However, most construction projects in Zimbabwe are still delivered late and this is a

cause for concern since most contractors have resources management strategies that they have put

in place.

4.4 RESOURCES MANAGEMENT

Contractors define resources management as the effective use of organizational assets, proper

deployment of input and ensuring that these are efficiently utilized during the project. However,

60

the key concepts that the study gleaned from the contractors understating of resources management

include mainly the following:

Planning and scheduling of the company’s assets and project inputs

Efficiency and effectiveness use of resources

The assigning and controlling of resources usages

Efficient use of resources to maximize profits and shareholder’s wealth

From these concepts it is apparent that resources management starts off at the planning stage.

Contractors agree that when they win a tender the first port of call is to plan for the project. The

study revealed that contractors engage their professional project managers for the judicious and

detailed planning for the project. However, the study also noted through consultations with the

clients that some contractors use the experience they gleaned from previous projects to carry out

new projects. It is imperative to note that though this might work to some extent, the uniqueness

of a new project may plunge the contractor into financial loss if proper planning is disregarded. It

is when proper planning has been done that the allocation of available resources is adequately done.

Application of resources levelling strategies is a resources management exercise that has to be

done in strategic manner.

4.5 CONTRACTORS’ RESOURCES MANAGEMENT STRATEGIES

Currently contractors are practicing in a hostile economic climate which is marred with more

impossibilities than never before. The study noted that chief amongst the barrage of adverse factors

in the industry is the liquidity crisis, the exodus of skilled personnel, obsolete equipment and the

invasion of the local industry by the foreign and well equipped contractors. It is against this

bedrock that contractors have come up with various resources management strategies in order to

remain viable ad competitive in an economically harsh condition.

The study identified and focused on four major project resources and these are mainly materials,

money, manpower and machinery that require strict management. The study proceeded to observe

that the seasonal scarcity of these resources require contractor to come up with strategies that

would seek to curb these shortages so that projects are not stalled. In tandem with that Ofori (1980)

disputes that since construction is investment intense, there is need to consider each resource and

manage it effectively so as to avoid losses. Contextually, to ensure effective usage of resources,

contractors have come up with their own resources management strategies.

61

The following are some of the outstanding resources management strategies that contractors in the

current Zimbabwean situation deem are effective and viable:

MATERIALS

Credit facilities with suppliers

A number of manufacturing industries are scaling down a phenomenon which posed serious

challenges to contractors with regards to material acquisition. However, on the other hand, due to

the limited access to cash, surviving suppliers are also faced with the challenge of selling volumes

of their products. It was in the light that contractors mainly those who are in category A and B of

the CIFOZ list have made up arrangements with suppliers to buy on credit. Contractors commend

this approach as they are able to acquire materials on credit. This is also seen as the strategy which

has curbed the pejorative reality of cash shortages. However, the study discovered that credit

facilities are limited to those contractors that have the potency to pay the suppliers. Consequently,

emerging contractors still find it difficult to access the same facilities in order to carry out their

projects.

Engaging on labour only contracts

In the construction industry there are a variety of contractual arrangements when engaging into the

project. The most common one is when the contractor supplies both materials and labour in the

execution of the project. However, clients after realizing the problems associated with such

arrangements, they also offer labour only contracts. In this particular contract, the contractor is

supplied with materials by the client and they provide labour and plant only. Even though this is

deemed a good arrangement by contractors, it goes back to the issue of managing the availed

resources so that the projects are done within the allotted timeframe. Contractors seem to favour

this approach as it is deemed not investment intense on their side.

Synchronized estimating and purchasing management soft ware

With the current trends of technological advancement, contractors have adopted the use of

softwares such as Buildsmart which is an integrated system linking the project allowables

produced during estimation and the procurement phase. This system helps contractors purchase

materials based on the allowed provisions in the bill. Accordingly, progression towards the use of

computerised systems is a way that enables an effective management system. On the other hand,

contractors without the system, are prone to purchase materials that would affect their profit

margins because materials may be seasonally scarce forcing the contractor to buy from the

62

available and yet expensive suppliers. Purchasing done within project allowable is a key

component in the management of materials.

Pre-purchasing and bulk purchasing

As stated earlier on, clients may opt to buy materials for the contractors and in some cases they

make advance payments which are mainly to cushion the contractor as they start the project.

Therefore, as one of the strategies in materials management, contractors tend to buy in bulk which

would in turn attracts a discount from the suppliers. These discounts can be deemed to be savings

made on the project. Bulk purchasing is an important strategy as it enables the projects to be done

without any material shortages. This approach also calls for warehousing and proper site storage

facilities as failure to do so exposes the contractors of theft and material losses. However, the

system is still paper based which makes it cumbersome process for the management of these

resources. Therefore, contractors argued that their sites, are manned with security guards as a

resource management strategy as well as keeping active stock reconciliation procedures. The study

also realized that advance purchases allows the contractor not to be exposed to seasonal shortages

that may be experienced during the project execution phase. Therefore, project resources

management is mainly carried out to resolve resources conflicts.

Three quotations system

Apart from relying on the priced bill of quantities, contractors during the project execution phase

use the three quotations systems to manage the material related costs that can be incurred during

purchasing. The system which is done through the procurement department, ensures that when

buying a particular material, they acquire three different quotations from different suppliers. The

purpose of this exercise is to buy materials which are genuine and yet at competitive prices.

However, the exercise nowadays presents more challenges to the procurement team. Contractors

lament the flooding of cheap materials in the market such that the price margins cannot be

reconciled in a three acquired quotations. The cheap materials are associated with poor quality.

On the contrary, some contractors argue that the use of poor quality material has become the norm

in the industry especially with the emergency of the indigenous contractors. Wasi et al (2001)

buttresses this notion and states that the small contractors in order to compete with other

contractors they tend to use low quality materials. Idoro (2010) also argues that local contractors

tend to use low quality materials as a cost cutting measure. Consequently, the study notes that the

poor project quality produced by contractors had actually affected they acceptance by the clients

and thus major clients in the industry tend to opt for foreign contractors. From the study, only 14%

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of the contractors are ISO certified and these are quality driven and hence would not compromise

their products through purchasing low quality materials.

Internal audit systems

Contractors that are ISO certified put more emphasis on the quality management of the materials

as a strategy of resources management. The idea behind the upholding of quality materials was

seen as a means that curbs any reworks due to poor products. On the other hand this approach is

also seen as a means of retaining clients. ISO certified contractors always have projects whilst

others are struggling to acquire any in the industry. Consequently, losses incurred during the

rework process are huge such that they not only affect the financial strength of the contractor but

the corporate image as well. Therefore, in order to address the issue of poor materials, contractors

have put up internal audit systems that always evaluates the issues of quality within the company.

Material reconciliation

According to the study construction projects utilize a lot of materials and there is need for these

materials to be accounted for. Therefore, contractors use the material reconciliation system to

manage their resources. This approach tends to look at the amount of materials that have been

allocated to a certain project and those actually expended. This allows the contractor to reclaim

any excess materials which can be used in other projects. As a means to buttress this practice,

contractors also set up stores and warehouses on site so that there is safe keeping of materials.

According to Mangore and Chigara (2012), materials on sites should be stored in such a way that

they are secure. A project without proper reconciliation of materials, wastage can be the order of

the day on site and thus crippling the financial capacity of the contractors. Therefore, on the quest

to ensure that there is judicious utilization of materials on site, contractors emphasize on the

material reconciliation strategy.

MONEY

Budget and cash flow projections

Upon the awarding of the contract, the first primary call for the contractor is doing a budget.

Management of money is the most important aspect in a project. The study observed that all other

resources are monetary allied and hence if the money factor is not managed properly through

budgets there is bound to be losses incurred in the project. Based on the priced bill, the contractor

would have to come up with a comprehensive budget in order to envisage the financial needs that

may be required in the project. Cash flow projections are then produced before the project starts

as these would allow the planning of available monetary resources as it matches expenses versus

64

income. When using the Construction Computer Software (Candy), these projections can easily

be done but for contractors that still rely on manual calculations as well as Microsoft excel would

have to rely on their experience to come up with the cash flow projections. The main advantage of

having cash flow projections is to have a clear futuristic view of the project and if there are any

anomalies that are likely to arise, the contractor can come up with possible solutions at the

inception phase.

Lines of credit/overdraft

CIFOZ category A contractors are classified into that grouping based on their financial strength

and also based on the assets that they possess. Within this category, some contractors have made

agreements with the banks to access credit facilities that are meant to cushion them during the

projects that they embark on. Having a bank overdraft in this economy where there is a cash crisis

is very much important. On the other hand, the main reason why contractors, especially emerging

ones were struggling is because they are poorly resourced in terms of assets for them to access any

bank facilities. Banks require collateral for the contractors to access any loans. Contextually, it is

bemoaning to note that banks charge exorbitant interest rates for those that have access to loans

which in a nutshell discourages the borrowers.

Salary cuts and reducing overheads

Contractors advocated that with the current cash crisis they had resorted to salary cuts which have

been not viewed as a good strategy by employees. The cash crisis that is experienced in the

economy forces the contractors to reduce the salaries offered to their employees. To couple the

issue of salary cuts is the employment of workers that do not have much experience as this is

usually associated with high pay checks. On the quest to address the issue of reduction of

expenditure on salaries, contractors have also adopted the increasing of responsibilities to the

available staff members so as to reduce the number of personnel that could be required to do certain

other tasks. In tandem with the salary cuts, contractors have also resorted to vacating expensive

office-spaces and acquired offices in the residential areas that are in the proximity of the city centre.

This in turn has allowed contractors to reduce overheads in the form of rentals and associated rates

which are exorbitant especially within the central business centres.

65

MACHINERY

Disposing old machinery and periodic maintenance

According to Ofori (1980) and Kass (2012) machinery plays a critical role in the construction

phase ad hence contractors with sound equipment and plant are more competitive in the industry.

However, the study notes that machinery acquisition requires large amounts of money and hence

with an economic which has banks that are not offering conducive borrowing conditions, most

contractors have obsolete equipment. Therefore, as a means of managing this resource, contractors

have adopted the system of disposing old machinery and thus getting rid of the maintenance cost

related with machinery. However, it is imperative to note that since the economy is not vibrant,

there are no ready buyers of these machines and thus plunging contractors into dire straits. To

complement this system of getting rid of old machines, contractors have also initiated strict means

of having periodic maintenance of the machines. This is viewed as preventive measures that seeks

to enhance the performance of the plant. During the repairs and maintenance periods contractors

are also faced with the challenge of acquiring spare parts which mostly are costly. Ofori (1986)

agrees with this observation by noting that in the Ghanaian industry, contractors faced challenges

in managing their plant and equipment as these are financially demanding.

Outsourcing / hiring

On the quest to cut ay expenditure associated with the costs of maintaining plant, contractors resort

to outsourcing or hiring. This is viewed as a practical and more reliable means by which machinery

is managed. However, to curb the ballooning costs of hiring, Burke (2003) argues that there is

need for the proper use of the CPM in the project so as to properly schedule the acquiring of the

plant and when to return it to the supplier. The study augments this observation as that there is

need for the upkeep of updated registers that the contractors would use to monitor the usage of

plant and equipment. Contextually, it was noted in the study that contractors have no registers for

the logging in of the plant and equipment which they would have hired. This practice left a

loophole that sees contractors incurring high costs due to plant hire.

Vehicle tracking system and log sheets.

Contractors have lamented the rate at which vehicles which are a part of the plant and equipment

that they possess are usually misused. Therefore, a handful of contractors have put restrictions

such as, “No vehicle to be in transit after the 6pm threshold”. Such restrictions are however seen

not to bear much results and hence some have put onto their cars some tracking devices. According

to the study, e-business system which is a computerised integrated system has been partly

66

implemented by the contractors through the tracking devices. This is also coupled with the speed

limit devices installed in the cars. It is important that to curb the misuse of vehicle, the use of log

sheets is also emphasized whilst the tracking system allows the company to be fully aware of the

whereabouts of its fleet anytime of the day.

MANPOWER

Project based recruitment

In a project, human resources form an integral part of the project. Nowadays, projects employ

personnel as these are at the epicentre of transforming the clients’ desires into a reality through a

constructed end product. Since projects are time bound, contractors have adopted a strategy of

employing personnel on a project basis. This means that when the project is over the contracts of

these employees are terminated. It is when a new project is acquired that they are then engaged

again. Such an arrangement helps the contractors to remain viable and at the same incurring low

overheads as after each project, all project related personnel who had fixed contracts are relieved

of their duties. The study notes that such a practice is common in most developing countries and

this is deemed as the only way that enables contractors to remain afloat despite the challenges that

they face. However, Dubey (2015) one of the lobbyist of the adoption of resource levelling

cautions that there is need for these workers to be given the fixed contracts as failure to have proper

documentation may land the contractor into a labour dispute when they are relieving employees

of their duties after the project.

Industrial attachment students

On the quest to ensure that the payroll is within the affordable parameters, most contractors have

resorted to employing cheap labour in the form of university students. For universities that are

offering the honours degrees it is part of their requirements that the students undergo a one year

industrial attachment where they have an on the job training which is meant to supplement their

theoretical studies. Therefore, in the industry, these have been targeted as a means of acquiring

cheap labour. In some contracting firms these are only given transport allowances and thus they

save the company from employing a full time employee who would be on the monthly payroll.

Subcontracting

This is well known practice in the construction industry. According to Menzel (n.d), contractors

have adopted this approach to complement their pool of skills through engaging another contractor

who is usually possessing an area of expertise such as plumbing, electrical, air conditioning

67

installation, glazing, shop-fitting or aluminium works. During project execution the main

contractor engages a subcontractor who brings in the pool of their workers and supplement the

project workforce by carrying out their specialized work which contributes to the overall project.

This approach is seen to bear much results as the main contractor pays the subcontractors a fee

that would allow them to retain considerable profit.

Computerised payroll

In this technologically advanced where there is use of computer technology ad softwares to

generate payroll it has been that contractors have also adopted the same in their practice. This is

in tandem with ideology of e-business system which is mainly seen as a move towards a

computerised business model where paperwork in used at a minimal. However, the location of

sites leaves the sites to communicate with the head office in terms of hours worked by people

through submission of the filled in timesheets. The lack of real time system has seen the delay of

these submission of these timesheets by site managers especially to those sites that are remotely

located where internet connectivity is not as easy. Mangore and Chigara (2012) lamented the late

of real time computerized systems of communicating with the head office which has seen some

project sites exposed to manipulation of the timesheets due to where they are located.

Nonetheless, with all the afore-mentioned strategies the study observed that the projects are still

being delivered late which questions the effectiveness of these systems. Contractors also pointed

out that even though they have put their measure on paper, the impeding factor has been the

application and the realization of the desired results.

The following tabled frequencies show the level of effectiveness of contractor’s resource

management strategies. To calculate the relative importance index in order to rank them

accordingly the following calculations were done:

Severity / Relative Importance Index= ∑ (Wi Xi/n) x 100/5

For example: Proper project performance and quality

Severity Index = {(1*4 + 2*3 + 3*14 + 4*1+ 5*0)/18 * 100}/ 5

= 51%

68

Table 4.3: Level of effectiveness of resource management strategies

Resources Management

strategy outcome

Level of effectiveness on project

implementation

1 2 3 4 5 RII %

Proper project performance

and quality 4 3 14 1 56 51

Reduction of cost overruns 13 7 2 55 50

Meeting project duration 10 6 2 4 44 40

Maximum productivity on

site 12 9 1 56 51

Proper resources assigning 11 8 3 58 53

Clientele satisfaction 10 4 3 5 47 43

Accessibility to cash 10 9 2 1 60 55

Availability of materials when

needed 2 3 7 10 87 79

Figure 4.4 Level of effectiveness of contractors’ resource management strategies

0

10

20

30

40

50

60

70

80

90

1

Pe

rce

nta

ge

Effectiveness of Resources Management Strategies

Proper project performance and quality Reduction of cost overruns Meeting project duration

Maximum productivity on site Proper resources assigning Clientele satisfaction

Accesibility to cash Availability of materials when needed

69

According to Figure 4.4, contractors have ranked their strategies based on how effective they are

in meeting key project requirements. Top of the list with 79% is the availability of materials as

and when needed in the project. This is mainly due to the fact that most clients have adopted the

approach of paying contractors deposits which are mainly for the procurement of materials. On

the same vein, contractors argue that nowadays clients who frequently engage in construction

activities are opting for labour only contracts and thus ensuring that they avail materials on behalf

of contractors. This is against the observation which was made that most contractors fail to avail

materials when needed because they would have churned funds into personal use.

Proper resources assigning is ranked second. The study notes that the management of resources in

a project is the most important aspect in enabling the contractor to remain effective in the industry.

Against such bedrock, contractors have adopted various means such as having credit facilities with

suppliers, hiring equipment instead of buying, synchronized computer systems that allow them to

assign resources accordingly. However, cost overruns in major projects as evidenced by Mangore

and Chigara (2012) leaves a lot to be desired in the effectiveness of these strategies. The study

noted that in major projects, contractors have been relegated into being subcontractors of mainly

Chinese contractors due to the lack of adequate equipment and skills to carry out large construction

projects. This can be seen as to buttress the aforementioned monetary value of projects that these

contractor have taken part in during the year 2015.

Proper project performance and maximum productivity on site are both pegged at 51%. However,

what is interesting to note is that even though contractors are assigning such high percentage of

the effectiveness of their strategies on project performance ad maximum productivity on site they

still remain low in terms satisfying the clientele requirements. In the study contractors argue that

they have proper project performance but their works testify otherwise. According to Mangore and

Chigara (2012) there is a lot of rework on projects because of poor performance. Contextually,

delays are the order of the day in these projects which poses further questions on the resource

management strategies that contractors use and possible loopholes in their systems. Nagaraju et al

(2012) argue that contractors tend to do work without having placed in position proper mechanism

especially with regards to resources levelling for maximum production.

The least ranked factors are meeting project duration and accessibility to cash which are assigned

40% and 43% respectively. Consequently, contractors are deemed ineligible to compete with

foreign contractors who are usually well equipped. To the clients, duration is a crucial component

in a project and hence its violation is looked upon with a keen eye. Contractors despite setting up

70

strategies in resources management it seemingly evident that there is a lot that needs to be done to

enable that these realize the intended results such as ensuring that projects are done within the

specified time frame. Some contractors which have adopted the computer systems still encounter

the same challenges which leads us to the next key part of the study, where the application of CPM

and resource levelling strategies are reviewed.

4.5.1 CRITICAL PATH METHOD

According to Patil and Joshi (2015), reveal traditionally in projects, the CPM is used for scheduling

and planning the project during its inception and then little focus is given during implementation.

According to the study, 100% of the contractors produce the program of works during the

tendering phase. Contractors further state that nowadays most tenders require a program of works

and the following are some of the softwares commonly used to produce the program of works in

the construction industry in Zimbabwe:

Figure 4.5 Construction computer softwares

Currently in the industry, 59% of the contractors are using the Microsoft Project software for the

production of the program of works. These contractors argue that the program is handy and easy

to use. According to Dubey (2015), the Microsoft Project software is the most common program

in use. However, studies also reveal that this tool is the most underutilized as it can be used to

allocate resources during the project. Secondly the industry has 32% of the contractors still using

the Microsoft Excel generated programs. These are deemed less effective as they don’t avail all

the information that can be needed during project execution such as cash-flow projects. Lastly,

and yet so effective is the use of Construction Computer Software (candy). This software is handy

as it can be synchronized with Build-smart software to produce proper procurement schedules

based on the bill allowables. Even though this is least used software, its low use in the industry

has been attributed to the cost of implementing the software and the associated licences.

9%

59%

32%

Construction Computer Softwares

Construction Computer Software (Candy) Microsoft Project Microsoft Excel

71

During construction, contractors argue that the most common thing is updating the program of

works. According to the study, the critical path in a project is deemed to be a line of activities

which when compromised would result in project either elongation or failure. Even having such

important understanding, contractors underscored that they still used the program of works based

on its face value and did not pay more attention on the aspect of project resource allocation based

on the CPM. Furthermore, contractors acknowledged that projects presents unseen anomalies that

forces them to update the program which is deemed to be the reason behind the project elongation.

On that premise, Preston (1976) further adds that the critical path method can be used in such a

manner that it can be linked with resources levelling. Therefore, the study further inquired on the

application of the critical path in relation to the resources levelling techniques and contractors

provided the following information:

Figure 4.6 Application of CPM in resources management

In the Zimbabwean construction industry, 68% of the contractors have seen the effectiveness of

CPM during their planning purposes at project inception phase. The study further observed that

most service providers have limited the tool only to planning of which during the project execution

this is usually not considered in detail. Closely related with the planning phase and ranked second

is the resources scheduling. This study further highlights that resources are always scarce and

hence they would need to be scheduled so that they are not overloaded in any project. 41% of the

contractors ranked resources loading and resources aggregation to be at par in terms of the

effectiveness on resources management. However, Dembure (2009) disputes that the resource

0% 10% 20% 30% 40% 50% 60% 70% 80%

APPLICATION OF CPM

Resources aggregation Resources levelling Resources availability analysis

Resources loading/assigning Resources Scheduling Resources Planning

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loading for it to be effective it has to be done in such a way that charts are drawn and the project

management team can visually see where the resources are being taken to in the project. This

exercise is made possible by the use of the critical path.

According to Nyakayedza (2012) there is such an acute shortage of resources in the construction

industry in Zimbabwe. This is in tandem with the National Budget for 2016 which signified that

there is limited resources in the economy which can spur any meaningful growth in the

construction sector. Some of those challenges stated in the National Budget included the limited

direct foreign investment into the sector and also the rampage cash crisis in the economy.

Therefore, in this light, contractors have deemed the use of CPM least effective in resource

availability analysis. According to Preston (1976), lack of carrying out a resources availability

analysis is detrimental for a contractor to engage in any project activities. However, since the

Zimbabwean contractors deem the CPM least effective in this area means that at times they engage

in projects that they end up losing money or even facing project failure. Contextually, project

failure and abandonment were on the rise mainly on government projects. Such abortive works

were deemed retrogressive. Therefore, it can be seen that on the side of the government, clients

and professionals there is also a call for the resource availability analysis to be done prior to

commencement of any projects

4.5.2 RESOURCE LEVELLING TECHNIQUES

Ludwick (n.d) coins that resources levelling should be seen as a means of continuation of the CPM

technique as it would give emphasis on the allocation of resources during the project paying

attention on the critical path that is produced through the network diagram. Contractors define

resources levelling as an exercise of distribution of resources in a project such that all projects are

viable and continue to function without having resources as a limiting factor. However, others

proceed to purport that it is an approach through which a project is given resources that cater for

the activities that are on the critical path. Resources levelling is seen as an approach that seeks to

buttress the efforts of the CPM and enable contractors to carry out their endeavours in a resource

effective manner. Dubey (2015) and Nagaraju et al (2012) further presents an argument that

resources are scarce in any given project or organization and hence the need for the continuous

process of levelling these resources. Contrary to the evidence gleaned in the study, resource

levelling is correlated with the resources availability analysis, but in the study this approach was

deemed the least effective. It is therefore, clear that poor resources management systems were

being applied by the contractors and hence not yielding progressive results.

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Contractors proceeded to state that resources levelling had to do with avoidance of over allocation

of project resources be it manpower, materials or machinery. This is tandem with Ludwick (n.d)

assertion that the main goal for resources levelling was to ensure that there was no over-allocation

of project resources. When proper allocation of resources is done there is bound to be profitability

being realised in the project. It is worth noting that contractors showed an appreciation of how

resources are always in a state of motion and thus fluctuation and not stable during project

execution. Dubey (2015) noted different approaches that are used in terms of resource levelling

and contractors deemed the effectiveness of each as follows:

Table 4.4 Effectiveness of resource levelling strategies

Figure 4.7 Effectiveness of resource levelling strategies

0

10

20

30

40

50

60

70

80

90

100

Activity delays Overtime Splitting Levelling Smoothing Subcontracting

Effectiveness of Resource Levelling Strategies

Resource Levelling

Strategy

Level of effectiveness on

project implementation

1 2 3 4 5 RII Percentage

Activity delays 3 2 13 82 75

Overtime 1 1 14 2 71 65

Splitting 10 2 2 4 36 33

Levelling 2 2 14 84 76

Smoothing 13 7 2 89 70

Subcontracting 3 8 11 96 87

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Contractors deem subcontracting as the most effective means of resource levelling. The main

reason behind such views is that subcontracting allows the main contractor to sublet the duties of

the project to a third party who would be under their purview and brings into the project their own

resources. In a country that is experiencing a decline in the economic growth such a mechanism

can be deemed to be a logical way to combat project expenses. Subcontractors are seen as aiding

parties to the main contractor by relieving the burden of resources needed to carry out some of the

project areas. However, subcontracting is a well-known practice in the construction industry and

when properly done it has great potency for effective resources management. In tandem with that,

studies reveal that the main contractor may focus on their area of expertise whilst they allow the

subcontractor carry out their duties in their portion of work

However, it is also imperative to note that would need to be properly managed as failure to do so

may compromise quality of the project. Any failure of the subcontractor reflects on the main

contractors as these are the parties in contractual terms with the clients. In the Zimbabwean

industry subcontracting is the most common resource levelling technique as seen through

engagement of the emerging indigenous contractors.

According to the study 76% of the contractor deem resources levelling as the second most effective

way of resources management. This echoes the same notions that the resource levelling lobbyist

Dubey (2015) and Nagaraju et al (2012) have postulated in that the viability of contractors based

on the nature of construction projects is their adoption of resources levelling. However, studies

reveal that even though this approach is done locally, there are loopholes in that project managers

are reluctant to implement the strategy for it to realise its full potential. Resources are still deemed

the major challenge in the project execution which in turn has plunged the contractors into severe

project failures and loss of clientele confidence. These studies further argue that in large projects,

clients engage foreign contractors due to project failures that contractors have exhibited in the past.

Resources levelling is a crucial element of the project which project managers should take great

pains to master and apply at all times during project implementation.

Activity delay is ranked as the third most effective way of resources levelling. According to Dubey

(2015), the use of computer software such as Microsoft Projects allows the contractor to come up

with a critical path and from there they can see which activities have a float and allow for delays.

This approach is a tedious one as it calls for the project manager to close monitor the project during

execution and then evaluate which delays are permissible and which ones are not. The use of the

advanced software allows for that but using Microsoft excel does not allow for such an exercise

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since the critical path cannot be produced. Therefore, in an industry where the contractor have not

adopted the use of such advanced computer software and still stuck in the experiences of past

projects and use of Microsoft excel there remains a huge loophole for the entire project delay. This

loophole is presented by the fact that the contractor tends to delay the critical activities which

further delays the entire project and attract even penalties or cost overruns. Amponsah (2010)

laments the same reality in Ghana and states that the slow up take of the project management

softwares has caused local contractors to be less effective in resources management and thus

affecting their competitiveness in the industry.

Smoothing and overtime are ranked fourth and fifth respectively. Resources smoothing is the

progression of the resources levelling as it allows for the removal of high peaks in terms of demand

for the particular resources. This approach is meant to achieve maximum utilization of resources

and eliminates any wastage. Therefore, in Zimbabwe due to the scarcity of resources contractors

pursue this approach and thus unawareness they assign resources that are available and demand

maximum utilization of the same. In line with that, the issue of overtime is deemed less effective

as it has a double barrelled impact on the project. Overtime allows for the accomplishment of the

activities on site and meeting the project duration. However, on the other hand it also affects the

cash inflows of the company as they are supposed to pay more according to the law of the land.

On the same vein, instead of pressing for overtime some contractors have adopted having different

shifts where individuals would be paid their normal wages. Dubey (2015) argues that overtime is

a good means for achieving project requirements especially where time is of essence whilst

Nagaraju et al (2012) and Mendoza (1995) are against the idea and postulate that, the human beings

can only be pushed to work to a certain of which when that is overstretched then fatigue creeps in.

The least ranked strategy is splitting. The study notes that there are certain project activities that

can be split into packages and done in stages as and when resources are availed. Contractors argue

in that light stating that this creates problems in the sense that they allocate project resources based

on the amount of work being done. When splitting is pursued then it creates a loophole for delays

a common feature in most construction projects. Therefore, the impact that it can have, splitting is

deemed least effective in resources management. In a project, contractors nowadays assign

manpower according to the requirements and these cannot be split into other projects being done

concurrently as it would have a negative impact on the projects. The scarcity of resources is seen

as the main reason why this approach is least effective.

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4.6 CLIENTS AND PROFESSIONALS PERSPECTIVE

Construction sector is made up of clients and their representatives namely architects, quantity

surveyor, engineers and project managers as well as service providers known as contractors

(Mukumba, 2007). Therefore, in order to complement findings derived from the contractors, the

study focused also on clients and construction professionals. The key respondent in this approach

was the government as it is deemed the major client in the country. Firstly, clients and their

professional representatives, thus, architects, quantity surveyors, engineers and project managers

gave an overview of the construction sector in relation to the resources in the industry. According

to the study, resources play a critical role and currently there is such a dire need for the proper

management of these both in the public and private sector. The main reason behind such a reality

is because of the declining growth of the economy which has had a negative impact on construction

growth.

Clients are the project owners. In a project, clients through their consultants engage contractors

who are then mandated to carry out works on their behalf. Contractors are viewed as service

providers whose main jurisdiction is to render construction services on behalf of clients that

ensures a return on capital for the clients. Against this bedrock, contractors are very key in ensuring

projects are a success. Therefore, having such a mandate, clients closely monitor the works done

by these contractors. 60% of the clients argue that in the industry contractors have meaningful and

viable resources management strategies. According to the study, contractors tend to do more of

cost management rather than resources management. Mangore and Chigara (2012) support this

notion and records that the way which projects are delivered late questions on the effectiveness of

the applicability of the resource management systems that contractors have put in place. Clients

have observed that instead of carrying out effective resources management contractors in turn seek

ways of minimizing costs and this has plunged many into using poor standard materials and thus

compromising the project outcome.

The current Zimbabwean economy is earmarked with acute shortage of resources mainly money.

Therefore, since construction projects are resource demanding endeavours (Mangore and Chigara,

2012, Nagaraju et al 2012, Dubey 2015), clients have adopted different means to guard themselves

against any potential losses. Contextually, nowadays, prior to engaging the contractor during the

tendering stage, contractors are required to have bid bonds from accredited authorities such as

banks, whilst in some projects they are required to pay these in cash. The main reason for such an

arrangement is to ensure that there is a financial backup especially from the bank that any failure

by the contractor to carry out the works, the bank would pay back the advance payments made by

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the clients. This is seen as a hedging technique especially to publicly funded government projects

which usually amounts to millions of dollars.

Prior to the construction phase, clients also carry out audits to evaluate the plant and equipment

that contractors possess so as to ascertain their capacity to deliver the project. This approach is

however seen less effective especially when such visits are announced in advance. It has been

observed that contractors tend borrow some plant and equipment from other contractors to

complement theirs and thus appearing well resourced. Therefore, during the construction phase,

clients further argue that close monitoring of the contractors through progress reports is another

means through which they can evaluate the project progression and thus envisage any potential

resources hurdles likely to be faced.

During these progress meetings one of the major feedback tool that clients use is the program of

works. In the construction industry, the program of works has been given more value because it

provides guidance on how the project may be run. Dubey (2015) argues that even though this tool

has been used in the industry its use is limited to only project timelines. In tandem with that

contractors state that the program has been viewed with little importance by the contractors

especially with regards to resource levelling. Clients in the industry have noted with concern that

the program of works is usually either ignored, not followed or used only as a timeline tool

disregarding the critical path. The critical path has affected most projects as activities in this path

if they are resourced they affect the entire project duration. Therefore, it is against this background

that clients have lamented at how little use of program of works potency has been applied in the

industry. Consequently, this has led contractors to become less competitive in the industry

especially in an economy where there are scarce resources. Clients further bemoan the way in

which contractors revise program of works during the project. Most revisions are attributed to poor

planning and allocation of resources whilst in some cases it is due to the clients’ failure to fund

the project and thus incapacitating the contractor.

Project funding is seen as a major concern for most of the clients especially in an illiquid economy.

According to the National Budget of 2016, there has limited resourced directed to the construction

sector that can spur any meaningful growth. The document further states that the limited foreign

direct investments have also crippled any growth in the sector. Therefore, government funded

projects are seen to be suffering even more. This has led to the suspension of projects due to lack

of funding. Contextually, projects are very few and hence clients are calling for contractors to

engage in resources levelling techniques. Of these techniques, clients view delaying activities as

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resources are transferred to another project as the most effective approach. Furthermore,

subcontracting is also seen as a meaningful way of ensuring that project activities are done without

having to rely on a single main contractor who might be financially incapacitated during the project.

From the clients and professionals’ perspective, there is more that needs to be done in order for

the contractors to master the art of resources levelling and thus becoming more viable in the

industry. Consequently, in a shrinking economy there is need for these service providers to adopt

this approach and put in place mechanisms that would enable them to realize profits and boost

their competitiveness in the market. Resources planning should be an ongoing process during the

project and only then would contractors be able to allocate the scarce resources in a manner that

brings about profitability in the company.

4.7 APPLICATION OF RESOURCES MANAGEMENT IN PROJECTS

CASE STUDY: PROJECT XYZ PETROLEUM REBRANDING NETWORK PROJECT

To buttress the findings aforementioned the study proceeded to look at the following case:

Table 4.5 Project XYZ Rebranding Project Information

Name Project XYZ Petroleum Rebranding Project

Estimated Contract Value $650 00.00

Duration 1 year

Client XYZ

Main Contractor ABC CONTRACTING

Project Management Tool Programme of works, CPM, resources levelling

Project Scope of Work:

The project involved rebranding of 38 service stations throughout Zimbabwe. The rebranding

process comprised of changing XYZ colours (black and orange) to new green and grey colours

mainly on the canopy, forecourt and shop exterior. The project had various work packages namely,

trenching, pump installation and calibration and structural and building rebranding. The type of

contract was labour only, which saw the client supplying all the rebranding materials to maintain

uniformity whilst the contractor supplied the plant, machinery and manpower. The project duration

was 14 days.

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Contractual Terms:

Based on the nature of the petroleum industry, the service station could only be closed for only a

maximum of two weeks of which any day after that meant loss on the part of the client. Therefore

to combat this stringent program, the client opted to have the contractor do three service stations

at a time with an average number of 15 workers per site. As aforementioned, the project was time

constrained and hence the contractor had to manage this resource effectively. In order to support

the contractor’s effort the client paid 50% advance payment on every service station. This was

seen as means of expediting the project activities and thus also allowing the contractor to mobilize

to site and carry out the works without any hindrances.

Resources management strategies:

ABC contracting was involved in the project and hence the company used mainly two types of

resource management strategies and these are as detailed below:

a) Program of Works (CPM)

The first port of call in managing the resources by the contractor was coming up with a program

of works. However, it is important to note that the program of works as shown in Appendix D,

was not the original program. During the tendering phase the contractor produced a proposed

program but upon the contract signing a new program had to be done. This dovetails with what

Nagaraju et al (2012) notes in that most projects experience countless revision of the program and

this at times is the fault on the part of the client. In tandem with that assertion, during the

implementation phase the client then produced revised programs which were mainly due to the

cash flow projections as the projects needed advance payments for every site to commence.

Therefore, it is needless to state that even though the program of works is an essential document,

during the construction phase especially in Zimbabwe there are a lot of revisions of the same taking

into consideration the availability of resources.

Since the program of works highlights the critical activities of the project, ABC Contracting was

then tasked to monitor those activities of which the forecourt rebranding was given more emphasis.

Therefore, in order to manage 3 different sites at once, ABC Contracting had to initiate the

following strategies:

i. With regards to manpower, ABC would engage certain specialists who would then be

moving from one site to the next. For example, the forecourt aluminium framing needed a

signage specialist, electrical and a carpenter. These were viewed as the critical skills in the

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project and hence when the site would start, these three specialists ensured that from the

site where they start from, they would expedite the process whilst on the other sites generals

hands would be stripping off the existing canopy cladding. Upon completion of the first

site, these three would move to the next site and so on. However, due to the location of the

sites, even though this started off working properly as sites became scattered throughout

the country the task became cumbersome and thus ABC had to put a second team of these

specialists.

The process of having a single team affected the project duration and also it is of key to

note that even the completed works were then marred with a lot of snags as these specialists

rushed through their activities. Therefore, the remedy was to hire new workers.

ii. ABC had to adopt the approach of resource sharing especially paying attention to activities

in some sites can could be delayed. Therefore, resources were arranged in such a manner

that it can realize profits from the projects. On the part of the plant and machinery, ABC

had site agents that managed each site based on the CPM and thus arranged the works

accordingly. Therefore, the use of scaffolds, pokers, concrete mixers where there were

pothole patching was arranged in such a manner that the machinery would be rotated from

site to site. Plant hire was reduced to a minimal and this could only be done when the

available resources could not cope with the needs.

b) Resource Levelling:

To complement the CPM, ABC had to use resource levelling techniques such as delaying,

overtime and subcontracting. According to Ludwick (n.d.) resource levelling’s main thrust is

to ensure that there is no over allocation of the resources in any particular project and thus

seeks to minimize the project costs so that the contractor realizes profits.

i. According to ABC, the sizes of the sites differed from each other. Therefore, this also

meant that the engagement of personnel from each site differed from the next. On the quest

to do that, some large sites saw the engagement of more personnel, which were transferred

from other sites. Therefore, during the project implementation, the PM would gauge the

amount of works as per bill of quantity and assign resources accordingly. This approach

saw many employees being transferred from site to site as when there was a need. On the

same vein, the issue of overtime was used as the last resort and in some cases, long working

hours were detected by the client that the site would be finished within the allocated time

span.

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ii. Delaying of activities was also done so that the resources would be gathered. Through this

approach, ABC ensured that the activities in the critical path were assigned with the

available resources whilst those on the slack would be delayed. However, due to stringent

budgets on the side of the clients, the contractor would also use the money from other

projects so as to cover up on the behalf of the client. Consequently, this practice saw ABC

causing other projects to suffer at the expense of Project XYZ which would have been

going through a cash flow crisis.

iii. ABC involved subcontractors to complement their activities. However, these

subcontractors mainly painting, were engaged based on the size of the site. This technique

yielded positive results and allowed the contractor to meet deadlines as stipulated by the

client.

Based on the above key resource management techniques, the client then devised a means of

tracking progress through progress reports which were done twice a week (Appendix C). The

structure of the report was in line with the activities on the critical path and these were to be

reported on a weekly basis. It is imperative to note that even though such systems where put in

place, the projects would delay and thus affect the entire project. The main cause for the project

delays would be due to the client’s failure to furnish the contractor with the adequate materials and

even late payments. Most of the rebranding material was imported from South Africa and any

delays from the border would have a ripple effect on the project.

Conclusively, ABC Contracting applied resources management strategies to a certain extent and

this was seen as an ongoing process. Even though these systems were put in place, the quality of

certain sites, was not up to standard. At the same time, project overall delays were also experienced

which were as a result of machinery breakdown, limited funds to outsource and late payments on

the subcontractors which resulted in them not working in some sites. Therefore, though there is an

appreciation of the resource management techniques, their application in the industry is still

yielding little positive results. The overall Project XYZ was meant to be completed in December

2015 but it saw the last service station being done in April 2016. This augment what Mangore and

Chigara (2012) noted about widespread late project completion in the industry which this is a cause

for concern in the industry.

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4.8 CONSEQUENCES OF POOR RESOURCES MANAGEMENT

Resource management is deemed a key concept in project execution. The study notes that resource

management techniques have been applied by contractors yet they have yielded little or no positive

results. The following are some of the severe outcomes due to poor resources management as

evidenced in the industry:

Table 4.6 Consequences of poor resource management

Consequences of poor

resource management Level of Impact

Severity

Index (%)

1 2 3 4 5

Disputes and disagreements 7 3 6 4 2 52

Project abandonment 2 1 19 95

Lack of achieving project

objectives 3 5 10 4

80

Litigation 1 6 4 8 3 72

Project delays 4 2 16 99

Reduced competitiveness 9 3 11 70

Project cost overruns 1 2 1 1 17 97

Clientele dissatisfaction 2 7 13 98

Figure 4.8 Consequences of poor resources management

0

10

20

30

40

50

60

70

80

90

100

Disputes and disagreements Project abandonment Lack of achieving project objectives

Litigation Project delays Reduced competitiveness

Project cost overruns Clientele dissatisfaction

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According to the study, 99% of the respondents classified project delays as the major consequence

of poor resource management. This is a cause for concern as it is a true reflection of what has been

happening in the industry. By virtue of failing to manage the available resources, contractors had

experienced delivery of late projects more often than not. However, the study notes that at times

this is not the fault of contractors as clients also prove to be reluctant in terms of paying these

service providers. Since project activities are hinged on money, failure to access funds from the

banks has also been deemed as the main cause for such rampant project delays. Contractors further

argue that limited access to loans has dealt a blow on their project activities hence this trend of late

project delivery. A section of the clients also adds that contractors lack the pre-requisite skills and

hence they tend to learn on the job thus affecting their speed and resulting in a number of re-works

due to compromised standards.

The main reason many clients opt for the external contractors is the poor quality of the local

contractors. According to the study, 98% respondents attribute poor resource management as a

lead to clientele dissatisfaction. According to Idoro (2010), construction projects involve a large

amount of money and hence project failure has a negative impact on the clients’ investments. On

the quest to buttress themselves against monetary losses, clients have adopted the use of bid bonds

amongst other arrays of recouping their funds from failed projects. Even though this has been the

case, clients in the industry still opt for foreign contractors who are deemed to be well resourced

and capable of carry out major construction projects. The main reason why clients are dissatisfied

is how contractors handle resources. This augments what Wasi et al (2001) noted in Papua New

Guinea, that local contractors tend to abuse resources and thus affecting their project operations.

Project cost overruns and abandonment are allocated 97% and 95% respectively as being the

negative consequences of poor resources management. According to the study, project cost

overruns are rampant within the construction industry in Zimbabwe. The main reason behind such

an unpleasant reality is the contractors’ approach to resource management. Even though systems

are put in place these are not yielding any meaningful results and thus affecting the projects costs.

Contextually, in some cases, clients abandon projects due to such poor resource management on

the side of the contractors. Zimbabwe is littered with many projects that were either suspended or

abandoned due to poor resources management. In some cases, on the part of the clients, the

economic climate took its toll and eroded the investments that these had and hence they could not

finance projects. Project abandonment is from all different scales, from small domestic housing

projects to large government funded projects.

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When resources are poorly managed the other highly ranked consequence is the lack of achieving

project objectives. According to the study, projects are there to achieve a set goal which would

allow the client to realize their objectives. However, when resources are not properly managed

that consequently affects project objectives and the product would be produced at a loss or it can

be eventually suspended. Having such a perspective, contractors need to strive to achieve these

goals as failure to do so tarnishes their image and they may lose future business in the industry.

Reduced competitiveness and litigation are some of the key consequences of poor resources

management. In terms of competitiveness, the world has been turned into a global village and

hence foreign contractors have also invaded the local market. Clients argue that these foreign

contractors bring in state of the art construction equipment which the local contractors do not have

access to. Contextually, this already creates an unfair level ground for competition and this

explains why foreign contractors produce projects that have high quality as compared to the locals.

Nyakayedza (2012) argues that the only way for the survival of local contractors in such instances

is being engaged as subcontractors. Therefore, through knowledge transfer during the construction

phase, these local contractors are able to receive valuable insight on how to remain competitive in

the industry. On the other hand, the issue of litigation is very low in the industry as cases in

Zimbabwe regarding projects are resolved through arbitration.

The least considered consequence of poor resources management are disputes and disagreements.

However, this is contrary to the findings by Amponsah (2010) which state that the other major

dispute related to construction hovers around the aspect of resources. The study proceeds to note

that even though banks may offer loans, their repayment in Ghana were some of the sources of

disputes when such resources where poorly managed. In some cases, contractors when they

outsource plant and equipment these are also a bone of contention especially when they are not as

productive as envisages. According to Nyakayedza (2012), the Zimbabwean market is marred with

obsolete equipment and lack of money to replace the same forces the contractors to use these in

their projects and hence their productivity is minimized. Clients, have noted with concern that such

machinery yield poor quality products and thus affect the project outcome.

4.9 CONCLUSION

Local contractors have been engaged in various sized projects in the industry. However, the

economy is marred with harsh economic conditions and hence resources are greatly scarce.

Therefore, resource management play an integral part of the construction firm. The study revealed

that contractors have put in place traditional ways of managing their resources, mainly money,

materials, manpower and machinery. These strategies even though they are widely used in the

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industry, their effectiveness is a cause for concern as evidenced by the continued loss of profit by

these service providers through failure to manage their resources properly. Consequently, this has

also impeded their dominance in the industry against foreign contractors. Therefore, from the study,

contractors are urged to adopt and practice CPM and resource levelling resource management

strategies as a way of adequately applying their resources in project

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CHAPTER 5: SUMMARY, CONCLUSION AND

RECOMMENDATIONS

5.0 INTRODUCTION

This chapter discusses the conclusions of the study as a continuation of the analysed data presented

in chapter 4. This discourse put more emphasis to the resource management strategies that

contractors have adopted and implemented in the industry.

5.1 SUMMARY

The study set out to investigate the resource management strategies and their effectiveness during

project implementation phase within the contractors operating in Harare. The objectives of the

study were:

To investigate the resource management strategies that local contractors have adopted and

implemented in their projects.

To determine the effectiveness of resource management strategies used by local contractors

To analyse the relationship between theoretical resource management strategies and the

practical approach as applied by contractors

A sample of 30 contractors was drawn from the CIFOZ, A, B, C, D and E categories. The study

also drew professionals, clients as well as the government representatives. The study used stratified

random sampling. The descriptive survey method was employed as it was deemed the most

appropriate method of collecting data. It actually helped in gleaning the attitudes, perceptions and

opinions of contractors in order to shed light on their reactions and experiences in resources

management. To complement these findings, the study also carried out investigations from the

clients and their representatives. A case study was also carried out to determine that correlation

between the theoretical and practical approach of resource management strategies as applied by

contractors.

A self-administered questionnaire was used to collect the data. The questionnaire comprised of

both open-ended and closed ended questions which were handy in soliciting both qualitative and

quantitative data. The questionnaire was coupled with informal interviews which aided in

understanding in greater depth the current situation faced by contractors. The quantitative data

which was collected from the respondents was processed and presented in the form of tables and

graphs. This information was processed using the severity index and the mean methods

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respectively. Qualitative data was paraphrased and summarised and then discussed in a textual

format. Out of the selected sample of 45 only 38 participated in the study.

The study was mostly inspired by the importance of the resources management within the

construction sector especially in an economically harsh environment. This was seen as the major

component that when adequately assessed could assist contractors to dominate the sector in the

future. When properly done, the contractors can challenge and compete with the foreign

contractors thus combating the issue of globalization. The results were generally in tandem with

the literature that was gleaned in other developing countries assessing the similar issue.

5.2 CONCLUSION

According to the study, the contractors have survived in the industry due to the resource

management strategies that they have adopted. Some of these vital strategies include contractual

agreement that they have reached with suppliers to receive materials on credit and payments done

at an approved later stage. In an economy where money is a problem, this is deemed a swift means

by which one receives services of a supplier and thus not affect their project execution through

lack of materials. Therefore, it is viewed as a viable means that has allowed contractors to beat the

issue of resource constraints especially with regards to materials.

Along the same vein, contractors have also managed to reduce their overheads by employing based

on projects. Consequently, this approach is seen viable as it allows contractors at any point to be

adequately staffed and thus never over staffed which has a bearing on the project profits. In

employing for the projects, contractors use fixed term contracts which are terminated after the

project and by so doing they minimize salary related costs for idle workers. Also as a means of

surviving within their means, contractors are desisting from spending large amounts of money in

purchasing plant and resort to outsourcing which was time and project based. In so doing,

contractors also reduce the maintenance and storing costs associated with machinery.

Computer softwares that the contractors are using are outdated and hence the need to move with

the times. Most contractors view Microsoft Project as a means of producing a program whilst little

attention is given to the CPM and resource levelling technique which can be deduced from the

same. According to the study, softwares such Microsoft excel were still being used and it is

interesting to note that, using this tool the critical path is not possible to be produced. The software

only shows estimated timelines but with regards to resources and their allocation, that was not

feasible. Therefore, even though the world is moving into systems such as e-business and e-sharing

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where the company is able to share and level resources within its structures and other companies

the Zimbabwean industry is still yet to catch up on that. In some instances contractors are relying

on their past experiences of resources management, but studies have shown that every project is

unique and would require to be treated as such.

However, apart from these backward strategies a handful of contractors are now using Candy

software which integrates the bill of quantities and the procurement stages so that there is no

overspending in terms of purchasing of materials. In this light, contractors argue that licenses

associated with installation and running of such softwares is very high. On the other hand, other

contractors view savings realized from using such softwares as something that could not be

realized when head knowledge and past project experiences is the source of judgement during the

implementation phase. The aspect of the critical path is ignored by most contractors as they deem

it to be only used to schedule the projects activities and not a path to be adequately resourced at

all times. Contextually, the program of works are revised on a number of times which from practice

affects the project duration and thus the entire project. However, it is imperative to note that these

revisions at times are client induced and hence contractors have little or no control at all.

From the study, resources availability when viewed from a broader perspective are greatly

influenced by the economy. Therefore, as the National Budget for 2016 clearly spells out that the

economy was on a downward trend and there was limited resources to spur any meaningful growth

in the construction sector that has had negative impact for the contractors to execute their projects.

Some of the consequences that are induced by the economy and are affecting contractors include:

Skills exodus which continues to rob the country of the professionals into other parts of the

world. Of late there has been a great exodus of construction professionals to Namibia which

is experiencing a construction boom. In such instances, contractors are left with

inexperienced personnel or fresh college graduates that are in need of mentoring for them

to bear much results in the industry. On the same vein, some contractors have resorted to

employing relatives who are not qualified for the jobs. This is seen as a negative

development in the industry as qualified personnel are left with no jobs whilst in particular

emerging indigenous contractors are employing their relatives or less qualified people. On

this same premise, contractors are seeking to reduce the amount of salaries they pay hence

they engage less qualified personnel who were not be expensive to pay.

The acquisition of machinery requires large amounts of money and these are usually

imported. In the industry at the moment, there are acute shortages of credit lines which can

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avail funds for the contractors to purchase such equipment. Therefore, this has relegated

contractors to using hired equipment or seeking other alternative forms of construction

which are usually less effective. This assertion agrees with what Nyakayedza (2012) noted

in that local contractors due to obsolete equipment that they possess they have become less

competitive against Chinese and South African contractors. When these contractors use

obsolete equipment, the products are of poor quality and thus affect their retention of clients

in the future. Therefore, against such bedrock their competitiveness diminishes and thus

losing the market share.

Banks are offering stringent conditions when contractors are seeking access to credit. In so

doing they discourage these contractors from borrowing. It has been noted that banks

charge high interest rates which have a crippling effect on those borrowing. Having created

such unconducive conditions, contractors opt not to borrow and thus their operations are

affected.

The study revealed that even though contractors have been experiencing such opposing forces they

are aware of the need to level resources. Therefore, to a certain degree resources levelling is being

used in the industry. Contractors are mainly complementing their pool of resources by engaging

subcontractors in their projects. This is seen as a way of levelling resources as these subcontractors

usually who are experts in a particular trade bring into the project their own resources to

complement the main contractor. However, at times these main contractors delay in paying the

subcontractors which results in disputes or in certain cases they demobilize from sites.

Subcontracting is a way that has gained popularity in the Zimbabwean construction industry and

this has allowed some contractors to focus mainly on their area of speciality and engage third

parties in areas that they have little or no knowledge of. Such an approach helps the contractor to

develop their primary skills and thus boosting their competitiveness in the market.

In tandem with that, some contractors have resorted to hiring out plant. This has been adopted as

a means of generating income through the machinery that these contractors possess. In some cases,

diversification of trades has been also adopted to boost increase the market share of the contractors.

For example, a civil works contractor venturing into a building project and thus increasing their

market share. However, it is important to note that such diversification if not properly done may

result in the contractor plunging into losses as they fail to carry out the project due to lack of pre-

requisite skills and competences.

90

Even though efforts have been made on the resource management, projects are still delivered late

and this is attributed mainly to poor resource planning and scheduling. According to the study,

most contractors view the program only on the timeline basis and not on the need to employ

resource levelling using the CPM. Therefore, this is evidenced by the late project delivery, project

cost overruns, failures, abandonment and also the plummeting relations between clients and the

contractors. Consequently, there is need for the contractors to develop proper resource

management strategies that would seek to tackle the corrosive trend of poor resource management

in the industry. The remedy to resource management is the adoption of tried and tested resource

management strategies that are used in the industries of the developed world. The government

which is also the chief client of the industry is called upon to assist the contractors to be viable and

competitive in the industry.

5.3 RECOMMENDATIONS

In light with the aforementioned conclusions and recommendations the study noted that there are

outstanding issues that need to be addressed such that there is an improvement in the resource

management by contractors within the Zimbabwean industry. Firstly the government which is a

major client in the industry has to put up policies that spur construction development. One of the

major policy that still needs clarity is the Indigenization Act of 2007 which seemingly has scared

away investors or caused them to adopt a wait and see attitude. Construction industry is an

investment intense sector and when there are no foreign direct investments or policies that promote

such then players mainly contractors are likely to suffer from lack of projects. Therefore, the

government has to avail policies that promote the injection of resources which is mainly money

and human capital. When there is growth in the sector, the human capital that is currently being

lost through brain drain would be retained by the government and hence boosting the country’s

competitiveness in the global market

The onus of improving the current state of affairs in the construction industry is upon the

government through its responsible ministries. The government needs to convene an all

stakeholders meeting probably on quarterly basis which would include contractors, professionals,

statutory bodies and property developers to engage them on the resources management strategies

that these can adopt in these economic conditions. Such meetings can be seen as a means of

boosting the engagement of local construction personnel on the quest to enhance the construction

development in the country. It is well known that resources are scarce and hence the government

should develop that keen interest of incentivizing the contractors through regular review meetings.

91

On the same bedrock, CIFOZ also ought to do the same to its members such that there is dialogue

that would seek to boost the contractors’ contribution in the economic development of the country.

CIFOZ has been seen as a statutory body that only is keen about have members and pays little

attention to the projects that the contractors are doing. As part of its development and upgrading

goals, there is need for the statutory to develop a keen eye on the projects that the contractors are

doing. With regards, to resource management, CIFOZ can also adopt training seminars drawing

inspiration from the same statutory bodies in the world. In Europe, the statutory bodies, have been

seen taking active roles in the development of the contractors and ensuring that they adhere to

certain key industry practices which is still alien in the Zimbabwean setup.

According to the study, it is evident that the CPM and resource levelling techniques are not applied

to the fullest by contractors. Therefore, the study recommends that primarily contractors adopt

computer systems such as Construction Computer Software (Candy) which would assist in the

development of detailed program of works as well as deduction of a critical path. Upon the

realization of the critical path, contractors ought to develop the resource levelling techniques from

there. Adoption of the CPM and resource levelling is seen as move towards the proper application

of resource management in a project.

Despite the reliance of the paper based systems such as timesheets, there is need for a migration

to the paperless environment within the sector. This is possible when the contractors prioritize the

information dissemination of the resources as they are used on sites. The fact that sites are usually

remotely located, there is need for the adoption of systems that would provide the head office with

real time information as and when it happens on site. Therefore, the adoption of systems such as

e-business and e sharing can be seen as the way that contractors should be focusing on. Such

systems assist in the management of resources and eliminate any idle and unproductive hours

which have a bearing on the project costs.

There is need for the ISO certification of the contractors within the industry. These quality

management systems would actually aid contractors in implementing state of the art resource

management systems. It is therefore imperative that as a way of moving forward and assimilating

the global trends that contractors adopt the ISO certification. Such a move would also assist these

service providers to penetrate the global market as they would be using internationally recognized

standards.

As a build up to the aforementioned approach, contractors ought to move with the times and adopt

computer software such as Build smart which provide an integrated solution during project

92

execution. The system allows the contractor to be aware on how many employees to engage, plant

that is needed and also shows the allowable costs to be spent when purchasing materials. In such

an instance this is seen as a handy resource management tool which is turn saves the company

from unnecessary losses. Even though the tool has high tariffs and licenses, the benefits drawn

from the system outweigh the cost of implementing it.

5.4 THEORETICAL CONTRIBUTION

The study has brought an awareness in the industry that despite the application of the resource

management strategies by local contractors, these have not been effective. It is of paramount

importance to note that the industry service providers are still stuck in the use of primitive methods

of managing resources. Whilst resources are by nature characterized by a rapid state of flux.

Therefore, the current global trends have signified that resources are volatile and economies are

not as stable as they used to be decades ago and hence the need to come up with innovative means

of managing projects that are also versatile. Consequently, the study advocates for the adoption of

resource levelling techniques and CPM strategies in developing countries so that there is

development of viable business models within the industry. Lastly, the other critical contribution

made by the study is the indicating the interlinked nexus between the country’s state of the

economy and resources management in construction. This is so mainly because construction is an

investment intense sector which cannot be divorced from the state of the economy.

5.5 FURTHER STUDIES

The study recommends that further research be conducted on the application of resources

management strategies at project level and any factors that can hinder such implementation. These

are fundamentals in developing resource management strategies that can catalyse the dominance

of contractors within the construction industry as well as competing at global level.

There is also a need for studies to be carried out in line with introduction of computer softwares in

resources management. One may focus mainly on evaluating the effectiveness of computer aided

systems as applied in the projects against the traditional way of construction.

93

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APPENDICES

Appendix A: QUESTIONNAIRE

You are kindly requested to answer the following questions by ticking in the box next to the

appropriate answer of your choice. Where a free response is required, please write it down in the

spaces provided. You are free to give any additional information that you feel may be helpful for

this research. Your participation in this research is greatly appreciated.

SECTION 1 - RESPONDENT PROFILE

1. What type of organization do you belong to?

a) Government department b) Contracting firm

c) Consulting firm d) Local authority

Other (specify)...........................................

2. In the past one year, what is the estimated value of the projects you have executed?

Less than $100 000 $100 000-$500 000

$500 000 - $1 000 000 Above $1 000 000

3. Which of the following describes your position?

a) Quantity Surveyor b) Project Manager c) Architect

d) Principal consultant e) Managing director

Other (specify) …………………………......................................................................

4. How many years of experience do you have in the construction industry

a) Less than 5years b) 5 years to 10 years

c) 10 years to15 years d) 15 years +

SECTION 2 – RESOURCE MANAGEMENT OF CONSTRUCTION PROJECTS

From your experience, please express your opinion by the following:

1. What do you understand by the term resources in construction projects?

……………………………………………………………………………………………

……………………………………………………………………………………………

……………………………………………………………………………………………

……………………………………………………………………………………………

100

2. May you list any resources in the projects that you have undertaken or currently

undertaking and rank them in order of importance

………………………………………………………….. ………………………….

……………………………………………………….. …………………………..

3. What do you understand by the term resource management?

……………………………………………………………………………………………

……………………………………………………………………………………………

……………………………………………………………………………………………

……………………………………………………………………………………………

4. With the current economic climate in Zimbabwe, how has your organization/company

managed its resources during project implementation? May you list and briefly, explain

your resource management strategies:

1………………………………………………………………………………………….

……………………………………………………………………………………………

2…………………………………….………………………………………………………

……………………………………..………………………………………………………

3……………………………………………………………………………………………

……………………………………………………………………………………………..

SECTION 3 – RESOURCE MANAGEMENT STRATEGIES

1. Resource management in construction involves the planning, acquiring and controlling of

project resources. May you rank their level of impact on the overall project implementation

Resources

Level of impact on project implementation

1

Low

2 3

Average

4 5

High

Money

Materials

Time

Space

Manpower

Machinery

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2. On each the following 4 key project resources, may you clarify how your organization is

managing each:

1. Money………………………………………………………………………………………

……………………………………………………………………………………………...

2. Materials:……………………………………………….…………………………………

……………………………….……………………………………………………………

3. Manpower.…………………………………………………………………………………

………………………………………………………………………………………….......

4. Machinery…………………………………………………………………………………

……………………………………………………………………………………………...

5. Project implementation is determined by the effectiveness of the resources management

strategies. The following are consequences of resources management, may you rank them

based on the extent if effectiveness on project implementation:

Consequences of good resources

management strategies

Level of effectiveness of resources management

strategies on project implementation

1

Low

2 3

Average

4 5

High

Proper project performance and quality

Reduction of cost overruns

Meeting project duration

Maximum productivity on site

Proper resources assigning

Clientele satisfaction

Accessibility of cash

Availability of materials when needed

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SECTION 4 – CRITICAL PATH METHOD AND RESOURCE LEVELLING

TECHNIQUES

1. Prior to commencement of the project, do you produce a program of works which

shows the critical path?

If, yes which computer program do you use....…………………………………

2. In your understanding what is the purpose of the critical path in a project………

……………………………………………………………………………………

……………………………………………………………………………………

3. During project implementation how often do you review and revise the program

of works. Assign a percentage:

Less than 25% 25% - 50%

50% - 75% 75% - 100%

4. The following are some of the applications of critical path in project

implementation. May you tick if you have used the techniques in your organization

Application of the Critical Path

Yes

No

a) Resources Planning

b) Resources Scheduling

c) Resources loading/assigning

d) Resources availability analysis

e) Resources levelling

f) Resources aggregation

5. Of these applications, which one do you rank highly in terms of effectiveness in

resources management …………………………………………………………

6. What do you understand by resources levelling in a project? ……………………

To what extent do you think the

following resource levelling

techniques are effective in project

implementation

Level of effectiveness on project implementation

1

Low

2 3

Average

4 5

High

Activity delays

Overtime

103

Splitting

Levelling

Subcontracting

Other………………………………

…………..

SECTION 5– POOR RESOURCESMANAGEMENT STRATEGIES

1. In your organization have you ever encountered poor resource management strategies?

Yes No

If yes, explain…………………………………………………………………………………….

1. What are the main causes of the poor resources management?

……………………………………………………………………………………………………

……………………………………………………………………………………………………

2. Below are consequences of poor resources management in the construction industry. May

you rank these according to their level of negative impact on the project implementation

May you tick one box to rank each consequence to its corresponding level of impact (Note: 1- least

ranked consequences, while 8 – highly ranked).

Consequences due to poor resources

management

Rank according to level of negative

impact

1

2

3

4

5

Disputes and disagreements

Project abandonment

Lack of achieving project objectives

Litigation

Project delays

Reduced competitiveness

Project cost overruns

Client dissatisfaction

104

Appendix B: INTERVIEW GUIDE FOR CLIENTS AND PROFESSIONALS

1. What do you understand about resource management?

2. Based on your experience with the contractors, have you seen any viable strategies being

employed by these service providers?

3. The current economy has stringent resources available e.g. money and materials, how have

you ensured that when you engage the contractors you get returns on your investments?

4. When implementing a project how much emphasis is put on the use of a critical path as

developed through a detailed program of works? Is the program of works given the

necessary importance with regards to resources planning in Zimbabwe?

5. Resources levelling is a means of ensuring that the available resources are allocated in a

project such that they meet the requirements of the project. How has this been practiced in

Zimbabwe

6. Of the projects you have done, which resources levelling strategies did you use and what

can you recommend for the contractors such that they stay viable within the industry and

increase their competitiveness

7. The current state of affairs of the contractors has been earmarked with poor project

resources management through cost and time overruns, poor project quality and clientele

dissatisfaction. In your opinion, what has been the main cause of this and how can it be

rectified?

105

Appendix C: PROGRESS REPORT FORMAT FOR PROEJCT XYZ

0 Description Status % Done Remarks/Comments Pictures

SITE NAME: XYZ

A MID/Flag and entrance/exit Signage

a MID stripping Complete 100%

b MID cladding 0%

c WELCOME and THANK YOU signs installation Complete 100%

B Canopy & Forecourt Rebranding

a) Remove cladding from canopy Complete 100%

b) ACM Installation Complete 100%

c) Clean underside of canopy with degreasing agent & high pressure washer

0%

d) Painting of sheeting N/A

Complete removal of existing and replace

with new

e) Replacing sheeting N/A

f) Unblock, clean & paint gutters/canopy beams

Complete 100%

g) XYZ Green stripe installation & letterset Ongoing 60%

h Spreader box installation 0%

i Canopy columns stripping & painting

Ongoing 65% 3 sides have been

stripped

j Canopy lights energy saver lamps replacement

N/A

k Canopy lights LED installation 0%

l Spray paint all pumps in White & fitment of all decals

N/A

m Safety signs installation 0%

n Pump island tiling Complete 100%

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Appendix D: PROJECT XYZ PROGRAM OF WORKS