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  2. 2011
  3. May
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  5. Project Management_ Phd Survey_Rev1
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Dear Sir/Madam

You are invited to participate in a survey under a topic of:

Downstream Process Plant Construction Project Delays in GCC region, Investigation on the root causes and effects.

The survey has been designed to identify the major root causes of delays occurred in process plant construction projects and the relationship link between these root causes. Therefore, obtaining feedback from practitioners, domain experts and project professionals are vital to the research process. This is an opportunity to let your voice be heard on the true project delays to help the professional communities address and recommend solutions.

This survey is part of PhD research in Strategy,Program & Project Management,It will take approximately 15-20 minutes to complete the questionnaire.
Your participation in this study is completely voluntary. There are no foreseeable risks associated with this project. However, if you feel uncomfortable answering any questions, you can withdraw from the survey at any point. It is very important for me to learn your opinions.

Your survey responses will be strictly confidential and data from this research will be reported only in the aggregate. Your information will be coded and will remain confidential. If you have questions at any time about the survey or the procedures, you may contact me at the email address specified below.

Thank you very much for your time and support. Please start with the survey now by clicking on the continue button below.

Best Regards

Mohanad EL-Zayyat,PhD Candidate

Electrical/Automation Lead Specialists(Planning)
Maintenance Department/Planning Section
Qatar Petrochemical Co.(QAPCO)

Email:[email protected]
or [email protected]
 
 
Part-A
Background Demographic Questions(Q1 to Q9)
Q1:Select your sex?
 
Male
 
Female
 
 
 
Q2:Select your age (Years)?
 
25-35
 
36-45
 
46-55
 
56-65
 
66-70
 
Over 70
 
 
 
Q3:What category best describes your job function?
 
 
 
Q4:What is your total years of experience?
 
Less Than 5 Years
 
5-10 Years
 
11-15 Years
 
16-20 Years
 
21-25 Years
 
26-30 Years
 
More than 30 years
 
 
 
Q5:How long you have been in project management domain?
 
Less Than 5 Years
 
5-10 Years
 
11-15 Years
 
16-20 Years
 
21-25 Years
 
26-30 Years
 
More than 30 years
 
 
 
Q6:What is your organization's primary business activity (Industry)?
 
 
The geographic area of the study covers the following countries:-
Kuwait, Saudi Arabia, Qatar, Bahrain, United Arab Emirates (UAE) and Oman,
known as GCC 'Gulf Cooperation Council'.

Q7:Do you have experience in GCC region projects?
 
Yes
 
No
 
 
 
Q7.1:if Yes, Please specify which GCC countries you work/worked? (you can select more than one choice).
 
Saudi Arabia
 
Kuwait
 
Bahrain
 
Qatar
 
UAE
 
Oman

 
 
 
Q8:Currently, how do you classify yourself?
 
Client(Owner).
 
Contractor/Subcontractor.
 
Consultant/Licensor/Freelancer.
 
Other
 
 
 
 
Email Address
   
 
 
Part-B
Frequency of occurrence and severity of key sources of delays in process plant construction projects for downstream industries (Q10 to Q19).

The main objective behind this part of questionnaires is to test the first hypothesis that there are common root causes of delays in both downstream applications and other types of constructions.

This questionnaire part covers twenty questions in order to seek your input about the frequency of occurrence & severity of the following key sources of delays:

Q10)Root causes behind change order requests.
Q11)Site engineering design & co-ordination risks.
Q12)Procurement process risks.
Q13)Contractual risks.
Q14)Financial difficulties risks.
Q15)Human resources risks.
Q16)Planning & scheduling risks.
Q17)Project safety risks & accidents.
Q18)External factors risks.
Q19)Risk management, project management office &project auditing.

Q10:Root causes behind change order requests

The reason the change order is necessary is the cause of the delay. The root cause behind the change order is the cause of the delay.

Change order,means:-

"A deviation from the contract baseline or actual deviation from the contractual scope, schedule or price/budget/cost or defined as extra or additional work defective or deficient plans or specification"(Molly, 2007)

Hence by using the frequency & severity scale below,please rate the impact of change order requests by:-
 
 
 
FrequencySeverity
AlwaysOftenSometimesRarelyDid not happen
Extremely severeVery severeModerately severeLow severityNo severity
1234512345
Q10.1:Subcontractors as a result of site modifications requested by main contractor or client.
Q10.2:Contractors as a result of delay in procurement.
Q10.3:Contractors as a result of mistakes occurred in engineering drawings and/or technical specifications.
Q10.4:Contractors as a result of delay occurred in master schedule plan.
 
 
Part-B
Frequency of occurrence and severity of key sources of delays in process plant construction projects for downstream industries (Q10 to Q19).

Q11: Site Engineering Design & Co-ordination Risks

One of the key sources of delays is the site engineering design and co-ordination.

Hence,please rate the frequency of occurrence & severity impact of the following key sources on the process plant construction for downstream projects in GCC:-
 
 
 
FrequencySeverity
AlwaysOftenSometimesRarelyDid not happen
Extremely severeVery severeModerately severeLow severityNo severity
1234512345
Q11.1:Work interferences between various contractors.
Q11.2:Incomplete structure & service construction drawings.
Q11.3:Lack of communication & coordination between client & contractor.
 
 
 
Part-B
Frequency of occurrence and severity of key sources of delays in process plant construction projects for downstream industries (Q10 to Q19).

Q12: Procurement Process Risks

One of the key sources of delays is the Procurement Processes.

Hence,please rate the frequency of occurrence & severity impact of the following key sources on the process plant construction for downstream projects in GCC:-
 
 
 
FrequencySeverity
AlwaysOftenSometimesRarelyDid not happen
Extremely severeVery severeModerately severeLow severityNo severity
1234512345
Q12.1:Delay in delivery of ordered major equipment.
Q12.2:Failure or breakdown incidents of major equipment during testing phase.
Q12.3:Lack or inadequate tools utilized by contractors.
 
 
Part-B
Frequency of occurrence and severity of key sources of delays in process plant construction projects for downstream industries (Q10 to Q19).

"Contracts that are legal documents between a buyer and a seller. A contract represents a mutually binding agreement that obligates the seller to provide the specified products, services, or results, and obligates the buyer to provide monetary or other valuable consideration"(PMBOK guide,2008,p.315)

Q13:Contractual Risks

Contractual risks impact in process plant constructions for downstream projects in GCC,

please rate the frequency of occurrence & severity impact of the following key sources on the process plant construction for downstream projects in GCC:-
 
 
 
FrequencySeverity
AlwaysOftenSometimesRarelyDid not happen
Extremely severeVery severeModerately severeLow severityNo severity
1234512345
Q13.1:Incomplete coverage of project deliverables in contract documents.
Q13.2:Unrealistic contract duration imposed by the client.
Q13.3:Lack of communication and coordination between the parties involved in construction (contractor–subcontractor–consultant–owner).
Q13.4:Contract Modifications.
 
 
 
Part-B
Frequency of occurrence and severity of key sources of delays in process plant construction projects for downstream industries (Q10 to Q19).

Q14: Financial Difficulties Risks

One of the key sources of delays are the Financial difficulties such as payments problems between contractor(s)and their subcontractors.

Hence,please rate the frequency of occurrence & severity impact of the following key sources on the process plant construction for downstream projects in GCC:-
 
 
 
FrequencySeverity
AlwaysOftenSometimesRarelyDid not happen
Extremely severeVery severeModerately severeLow severityNo severity
1234512345
Q14:Payments problems between contractor and his subcontractors.
 
 
 
Part-B

Frequency of occurrence and severity of key sources of delays in process plant construction projects for downstream industries (Q10 to Q19).

Q15: Human Resources Risks

Human resources experts are part of projects stakeholders,Hence,please rate the frequency of occurrence & severity impact of the following key sources on the process plant construction for downstream projects in GCC:-
 
 
 
FrequencySeverity
AlwaysOftenSometimesRarelyDid not happen
Extremely severeVery severeModerately severeLow severityNo severity
1234512345
Q15.1:Lack of skill level of contractor manpower.
Q15.2:Lack of organization inside project stakeholders.
Q15.3:Shortage of contractor manpower.
 
 
 
Part-B
Frequency of occurrence and severity of key sources of delays in process plant construction projects for downstream industries (Q10 to Q19).

Q16:Planning & Scheduling Risks

"Estimate Activity Durations is the process of approximating the number of work periods needed to complete individual activities with estimated resources"(PMBOK guide, 2008.p. 146).

Hence,please rate the frequency of occurrence & severity impact of the following key sources on the process plant construction for downstream projects in GCC:-
 
 
 
FrequencySeverity
AlwaysOftenSometimesRarelyDid not happen
Extremely severeVery severeModerately severeLow severityNo severity
1234512345
Q16.1:Mistakes in estimating the activity duration and resources of schedule master plan build up.
Q16.2:Absence of major schedule delay analysis techniques.
 
 
 
Part-B
Frequency of occurrence and severity of key sources of delays in process plant construction projects for downstream industries (Q10 to Q19).

Q17:Project Safety Risks & Accidents

This question seeks practitioners output about impact of lack of safety studies such as hazard identifications (HAZID), hazard operability (HAZOP), Safety integrity Level (SIL), and impact on the delay occurred in process plant construction for downstream projects in GCC

Please rate the following key sources of project safety risks & accidents impact:-
 
 
 
FrequencySeverity
AlwaysOftenSometimesRarelyDid not happen
Extremely severeVery severeModerately severeLow severityNo severity
1234512345
Q17.1: Lack & mistakes of safety studies hazard such as identifications (HAZID), hazard operability(HAZOP) & safety integrity level identifications (SIL).
Q17.2:Occurrence of site construction accidents.
 
 
 
Part-B
Frequency of occurrence and severity of key sources of delays in process plant construction projects for downstream industries (Q10 to Q19).

Q18:External Factors Risks

Please Rate the following key sources of External Factors Risks Impact in downstream construction projects in GCC:-
 
 
 
FrequencySeverity
AlwaysOftenSometimesRarelyDid not happen
Extremely severeVery severeModerately severeLow severityNo severity
1234512345
Q18.1:Supply problems of utilities such as electricity,water,feed gas,other raw material…etc.
Q18.2:International financial crises.
Q18.3:Weather conditions in GCC.
Q18.4:Delay in obtaining work permits approval from Civil authorities(such as electricity & water, municipality, communications… etc).
Q18.5:Delay in obtaining work permits approval from client project team.
 
 
Part-B
Frequency of occurrence and severity of key sources of delays in process plant construction projects for downstream industries (Q10 to Q19).

Q19:Risk Management & Project Management Office(PMO)
Q19.1:Do you have risk management section/department inside your company organization?
 
Yes
 
No
 
Don't Know
 
 
 
Q19.2:The absence of risk management department has negative impact and causes process plant construction project in downstream industries to suffer more delays?
 
Strongly Disagree
 
Disagree
 
Neither agree nor disagree
 
Agree
 
Strongly Agree
 
 
 
Q19.3:The presence of risk management department has negative impact and causes process plant construction project in downstream industries to suffer more delays due to many reasons (ex.bureaucracy,complicated procedure,lack of experience of risk management team..etc)?
 
Strongly Disagree
 
Disagree
 
Neither agree nor disagree
 
Agree
 
Strongly Agree
 
 
'A project management office(PMO) is an organization body or entity assigned various responsibilities related to the centralized and coordinated management of those projects under its domain.The responsibilities of a PMO can range from providing project management support functions to actually being responsible for the direct management of a project.'(PMBOK guide,2008,p.11).

Q19.4:Do you have project management office(PMO) inside your company organization?
 
Yes
 
No
 
Don't Know
 
 
 
Q19.5:The absence of project management office(PMO) has negative impact and causes process plant construction project in downstream industries to suffer more delays?
 
Strongly Disagree
 
Disagree
 
Neither agree nor disagree
 
Agree
 
Strongly Agree
 
 
 
Q19.6:The presence of project management office(PMO) has negative impact and causes process plant construction project in downstream industries to suffer more delays due to many reasons (ex.bureaucracy,complicated procedure,lack of experience of project management office team..etc).
 
Strongly Disagree
 
Disagree
 
Neither agree nor disagree
 
Agree
 
Strongly Agree
 
 
 
Part-C

Check the possible relationship link between those unobserved variables(hypothesized key sources of delays)in process plant construction projects in GCC area(Q20 to Q29)

Q20.Mistakes in engineering drawings & specifications.
Q21.Root causes behind change orders.
Q22.Lack of safety precautions,hazard identifications & operability (HAZID & HAZOP) studies lacks during engineering stage.
Q23.Delay in material delivery & procurement process.
Q24.Slippages in master schedule.
Q25.Low skill level of project manpower.
Q26.External risks factors.
Q27.Difficulties in projects finance.
Q28.Gaps in project contracts.
Q29.Lack of project risks management and quality.
 
 
Q20:Mistakes may happen in engineering drawings and specifications, how do you rate the relationship link each of the following causes in relation to their impact on downstream projects?
Very unlikely Unlikely Neither Unlikely Nor Likely Likely Very Likely
Q20.1:Lack of skill level of concerned project team.
Q20.2:Lack of information in the contract documents.
Q20.3:Mistakes in hazard identifications(HAZID), hazard operability(HAZOP) & safety integrity level( SIL) studies in initial stage.
Q20.4:Absence of risk management tools & techniques.
Q20.5:Insufficient communications between client and contractor in the design phase.
 
 
Q21:Root causes behind change orders request(raised by contractor)are having an effects,please rate your opinion about relationship links with below statements:-
Strongly disagree Disagree Neither agree nor disagree Agree Strongly agree
Q21.1:Construction modifications requested by client.
Q21.2:Delay in procurement process.
Q21.3:Slippages in master project schedule.
Q21.4:Poor work quality management.
Q21.5:Punch list during factory acceptance test (FAT) for major equipments or mistakes in hazard identification and operability( HAZID,HAZOP),safety integrity level(SIL) & other safety procedures.
Q21.6:Mistakes in engineering drawings & specifications.
 
 
Q22:Mistakes in hazard identifications,operability(HAZID & HAZOP)and safety integrity levels(SIL) studies in initial stage having an effects to process plant construction projects,please rate your opinion about relationship links with below statements:-
Strongly disagree Disagree Neither agree nor disagree Agree Strongly agree
Q22.1:Absence of risk management procedures & techniques.
Q22.2:Poor work quality management.
Q22.3:Lack of skill level of concerned project team.
Q22.4:Insufficient communications between client and contractor in the design phase.
Q22.5:Complexity of the process in downstream plants.
 
 
Q23:Delay in material delivery & procurement processes are having effects on process plant construction projects ,please rate your opinion about relationship links with below statements:-
Strongly disagree Disagree Neither agree nor disagree Agree Strongly agree
Q23.1:Payments problems between contractor and his subcontractors.
Q23.2:Lack of skill level of concerned project team.
Q23.3:Insufficient communications between contractor & supplier.
Q23.4:Lack of current material management process monitoring tools.
Q23.5:Punch list during factory acceptance test (FAT) for major equipments or mistakes in hazard identification and operability( HAZID,HAZOP),safety integrity level(SIL) & other safety procedures.
 
 
Q24:Slippages in master project schedule are having root causes and effects, please rate your opinion about relationship links with below statements:-
Strongly disagree Disagree Neither agree nor disagree Agree Strongly agree
Q24.1:Wrong estimations of activities resources(time, manpower, cost…etc).
Q24.2:Absence of major schedule delay analysis techniques.
Q24.3:Work permits approval delays by client.
Q24.4:Change orders requests raised by contractor.
Q24.5:Lack of project organization & leadership.
Q24.6:Absence of project management control office(PMO).
 
 
Q25:Low skill levels of project manpower are having root causes & effects, please rate your opinion about relationship links with below statements:-
Strongly disagree Disagree Neither agree nor disagree Agree Strongly agree
Q25.1:HR & skill requirements are not well defined earlier in the contract.
Q25.2:Shortages of skilled manpower in oil & gas Market.
Q25.3:Limitations in allocated budget for project resources.
Q25.4:Unqualified recruitment agencies.
Q25.5:lack of training personnel, awareness & motivations.
 
 
Q26:The process plant constructions projects suffer from external risk factors,please rate your opinion about relationship links with below statements:-
Strongly Disagree Disagree Neither agree nor disagree Agree Strongly Agree
Q26.1:Lack of risk assessments tools & techniques.
Q26.2:Absence of project management office(PMO)for control & audit.
Q26.3:Shortages of utilities such as supply of raw material,electricity,water…etc.
Q26.4:Weather conditions in GCC area.
Q26.5:International financial crises.
Q26.6:Delays in obtaining permits approvals from government departments.
 
 
Q27:Some companies suffer from financial difficulties once the project started,please rate your opinion about relationship links with below statements:-
Strongly Disagree Disagree Neither agree nor disagree Agree Strongly Agree
Q27.1:Problems between contractor and his subcontractors with regards to payments.
Q27.2:Unexpected effect of international financial crises.
Q27.3:Absence of risk management tools & techniques.
Q27.4:Contract strictly conditions regard penalties due to delay in delivering the agreed project phases on schedule.
Q27.5:Unexpected additional resources requirements that were not predicted during the project bidding.
 
 
Q28:The gap points of the project contract in process plant construction project has a root cause & relationship link,please rate your opinion about the relationship links with below statements:-
Strongly Disagree Disagree Neither agree nor disagree Agree Strongly Agree
Q28.1:Skill level of contracts designers project team.
Q28.2:Incomplete drawings/specifications/documents.
Q28.3:lack of project contract audit by owner(client).
Q28.4:Strategy by Contractor to gain more change orders.
 
 
Q29: Effectiveness of risk & quality management plan process depends on how the effectiveness of relationship links with below factors , please rate your opinion about relationship links with below statements:-
Strongly Disagree Disagree Neither agree nor disagree Agree Strongly Agree
Q29.1:Skill level of risk management team.
Q29.2:Change order requests.
Q29.3:Schedule management plan.
Q29.4:Cost management plan.
Q29.5:Quality management plan.
 
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