Modified Variation Order Management Model for Civil Engineering Construction Projects

Abstract

Variations are almost inevitable in construction projects and play important role in determining the closing cost and time of the projects. In civil engineering construction projects in Kenya, variations are incessant and excessive in magnitude. This study therefore investigated the factors contributing to variation orders and their effects on civil engineering construction projects in Kenya and proceeded to recommend an effective variation order management system. The study was conducted through survey method. Data was collected using a total of 95 questionnaires. The survey achieved a 78% rate of return. The data was analysed using percentages, Relative Importance Index (RII), and Kendall’s coefficient of concordance. The results were presented in tables and pie-chart diagrams. The results suggest that in civil engineering construction projects in Kenya, the client is the most predominant origin agent of variations at 55%, while additional work is the most common aspect of variations at 58%. Using RII, the five most important factors causing variation orders were found to be: delay in land acquisition/compensation (0.859); differing site conditions (0.832); change of plans or scope by client (0.762); change of schedule by the client (0.751); and lack of coordination between overseas and local designers (0.741). In addition, the three most important effects of variation orders were found to be: cost overruns (0.903); contractual claims and disputes (0.814); and time overruns (0.811). The study also established that there is no existing variation management system for civil engineering construction projects in Kenya and consequently developed an effective model that if adopted, would help reduce the occurrence of variations and ensure that those that are inevitable do occur in a controlled manner. To minimise the occurrence of variation orders in civil construction in Kenya, the study recommended the following: conclusion of design before tendering; thorough feasibility study; clear and precise project brief devoid of ambiguities; and proper coordination between overseas and local designers. The study concludes that the success of variation management depends not only on the diligence of the client and consultant during the preconstruction stage but also upon effective communication and collaboration between project team members throughout the project life cycle.