Open AccessPremature Project Closure: The Part Played by Clients
Author(s) -
Olushola Akinshipe,
Clinton Aigbavboa,
M. Madidimalo,
Wellington Didibhuku Thwala
Publication year - 2019
Publication title -
iop conference series. materials science and engineering
Language(s) - English
Resource type - Journals
eISSN - 1757-899X
pISSN - 1757-8981
DOI - 10.1088/1757-899x/640/1/012028
Subject(s) - timeline , closure (psychology) , schedule , likert scale , project management , descriptive statistics , scale (ratio) , operations management , business , process management , computer science , psychology , engineering , political science , geography , archaeology , systems engineering , law , operating system , developmental psychology , statistics , mathematics , cartography
All projects regardless of complexity, have a documented start and end date. However, some projects may close prematurely because predefined goals cannot be met within the defined schedule. Negligence by one a more project stakeholders can result in premature project closure. This study examines how clients contribute to premature project closure in construction projects within South Africa. The nature of the study is descriptive which was carried out through survey research. A Likert scale structured questionnaire was used to collect data from construction professionals within Gauteng Province of South Africa and retrieved data were analyzed using descriptive statistics. The results revealed that the major clients’ actions that can lead to premature project closure include untimely allocation of resources and setting of unrealistic goals. It was therefore concluded that clients must ensure that projects are properly planned, and the predefined project design and timeline must be appropriately adhered to without much interference. This will reduce the risk of premature project closure.