AN INVESTIGATION INTO THE APPLICATION OF BIM (BUILDING

INFORMATION MODELLING) ON CONSTRUCTION DELAYS AND

COST OVERRUN IN PROJECT MANAGEMENT

BY

ALANI DAVID ANTHONY

170505501

A PROJECT REPORT SUBMITTED TO THE DEPARTMENT OF QUANTITY

SURVEYING,FACULTY OF ENVIRONMENTAL STUDIES, UNIVERSITY OF
LAGOS IN PARTIAL FULFILMENT OF REQUIREMENTS FOR THE AWARD OF
BACHELOR OF SCIENCE(B.sc) IN QUANTITY SURVEYING

SUPERVISOR
PROFESSOR OYEDIRAN

NOVEMBER 2022
 CERTIFICATION

This is to certify that this research an investigation into the application of BIM (building
information modelling) on construction delays and cost overrun in project management,
submitted to the Department of Quantity Surveying, University of lagos for the award of
Bachelor of science(B.Sc) in Quantity Surveying, was carried out by Alani David Anthony, a
student with matric number 170505501 in the department. The content therein is the original
work of the student, and no part of the project has been lifted or quoted from other sources
without full and adequate citation of the source.

Professor Oyediran DATE

(PROJECT SUPERVISOR)

Dr Babalola DATE
(HEAD OF DEPARTMENT)
 TABLE OF CONTENT

1. INTRODUCTION
1.1 Background to the Study.............................................................................5
1.2 Statement of the Problem...........................................................................6
1.3 Research Questions.....................................................................................7
1.4 Aim and Objectives of the Study................................................................7
1.5 Significant /Justification of the Study.........................................................7
1.6 Scope of the Study and Limitation of the Study.........................................8
1.7 Definition of terms.....................................................................................8
1.7.1 Building Information Modeling (BIM)..........................................8
1.7.2 Cost Overrun...................................................................................8
1.7.3 Time Overrun.................................................................................8
2. LITERATURE REVIEW
2.1 Introduction................................................................................................9
2.2 The review of Literature.............................................................................9
2.3 Time & Cost Overruns...............................................................................10
2.3.1 Time Overrun................................................................................10
2.3.2 Various Causes of Time & Cost Overruns....................................12
2.3.2.1 Scope Change..........................................................................12
2.3.2.2 Inappropriate and Inadequate procurement.............................12
2.3.2.3 Complexity of project...............................................................12
2.3.2.4 Inadequate Project formulation................................................13
2.3.2.5 Poor planning for implementation...........................................13
2.3.2.6 Lack of proper contract planning and
management............................................................................13
2.3.2.7 Lack of project management during
execution..................................................................................13

2.3.3 Effects of Time & Cost Overruns..................................................14

2.3.3.1 Time Overrun..........................................................................15
2.3.3.2 Cost Overrun...........................................................................15
2.3.3.3 Dispute and Claims.................................................................15
 2.3.3.4 Arbitration...............................................................................15
2.3.3.5 Litigation.................................................................................15
2.3.3.6 Total project abandonment......................................................16

2.4 Concept of BIM..........................................................................................16

2.4.1 Definition of BIM...........................................................................17
2.4.2 Dimensions on Construction Project..............................................18
2.5 Applications of BIM...................................................................................20
2.5.1 BIM and Project Programming.......................................................21
2.5.2 BIM and Project Design.................................................................21
2.5.3 BIM and Detailed Design................................................................21
2.5.4 BIM and Construction Detailing.....................................................21
2.5.5 BIM in the Preconstruction Phase...................................................21
2.6 BIM Benefits..............................................................................................22
2.6.1 Preconstruction Benefits to Owner.................................................22
2.6.1.1 Concept, feasibility, and design benefits..................................22
2.6.1.2 Increase Building performance and quality.............................22
2.6.1.3 Improve collaboration using integrated project delivery..........22
2.6.2 Design Benefits
2.6.2.1 Earlier and more accurate visualizations of a design.................23
2.6.2.2 Automatic low-level corrections when changes are made to designs…23

2.6.2.3 Generation of Accurate and consistent 2D drawings at any stage of the

design................................................................................................23
2.6.2.4 Earlier collaboration of multiple design discipline...........................23
2.6.2.5 Extraction of cost estimates during the design stage.........................23
2.6.3 Construction and Fabrication Benefits....................................................24
2.6.3.1 Use of design model as basis for fabricated components..................24
2.6.3.2 Quick reaction to design changes......................................................24
2.6.3.3 Discovery of design errors and omissions before construction........24
2.6.3.4 Synchronization of design and construction planning......................24
2.6.3.5 Better implementation of lean construction techniques...................24
 2.6.3.6 Synchronization of procurement with design and construction......25
2.6.4 Post Construction Benefits....................................................................25
2.6.4.1 Improved commissioning and handover of facility information....25
2.6.4.2 Better management and operation of facilities..............................25
2.6.4.3 Integration with Facility Operation and Management Systems.......25
2.7 BIM Software
2.7.1 Revit......................................................................................................26
2.7.2 AutoCAD...............................................................................................26
2.7.3 SketchUp................................................................................................27
2.7.4 Navisworks...........................................................................................28
2.7.5 ArchiCAD..........................................................................................29

3. RESEARCH METHODOLOGY
3.1 Introduction................................................................................................30
3.2 Research Design.........................................................................................30
3.3 Population of the Study...............................................................................31
3.4 Sampling and Sampling Procedure............................................................31
3.5 Instrument and Instrumentation.................................................................32
3.6 Administration of the Instrument...............................................................33
3.7 Data Analysis Methods..............................................................................33
 CHAPTER ONE

INTRODUCTION

1.1 Background to the Study

Construction delays are more likely to happen in almost all projects due to the
miscommunication between contractors, subcontractors, property owners or any other reasons. In
many cases, construction projects are delayed because of inaccurate estimate of time and project
cost that was initially presented to the clients or project owners. Delays and cost overruns are the
most common problems causing delay in the construction industry in both developed and
developing countries (Enshassi, 2009). A study by Flyvbjerg (2003) exposed those nine out of
ten projects had the cost overruns from a sample of 258 companies across 20 countries and 5
continents around the world. In practice, delays occur in every construction project and the
magnitude of these delays varies significantly from project to project and country to country
(Wael et al, 2007). Construction industry plays an important role in contributing on national
economy around the world (Takim, 2005). The construction industry also impacts the rate of
GDP and employment of many countries, and for this reason, the construction industry is vital
for the economic growth of a country (Olawale, 2010), and he suggested that the construction
activities have become a significant market indicator since this industry produces more products
and consume more materials than other industries. The cost overrun is one of the critical
problems and requires a lot of research studies and exploration to minimize or reduce the delay
and less variation in budget for the future projects. In some of the developed countries, the cost
overruns consequence could be more serious, and the results could sometimes exceed 100% of
the initial project estimated (Angelo, 2002).

The issue of cost overrun in project is attracting more researchers over the past decades and still
more research is running to address the issue. Moreover, there are many risk factors causing cost
overruns in the construction industry, therefore, researchers tend to take this issue into further
scrutinize with aim of identifying the factors and their ranking of importance. In recent study,
researchers have tried to discover the reasons behind the initial estimated and final amount, and
other causes of time overrun. Morris (1987) found four key factors that were the most likely
influenced on cost overruns. These factors include Design changes, poor planning, Unpredictable
weather condition and the Fluctuation in prices of building materials. It is important to have in
depth understanding of the outstanding issues in the construction industry. Hence, the paper aims
to provide in depth light about the existing causes of project delay and cost overrun in Lagos,
Nigeria and outline how BIM has an impact for mitigating project delay and cost overruns in
future projects by analyzing the case studies from different industries in Lagos State.

1.2 Statement of the Research Problem

At the time of awarding the contract, the completion time of the project is decided, but the
project gradually incurs time overrun because of various reasons. These delays lead to loss to
each participant directly or indirectly involved in the construction. To the owner, the delay
means loss of revenue through a lack of production facilities and rentable space or dependence
on present facilities. In some cases, to the contractor, the delay means higher overhead cost
because of a more extended work period, more material costs through inflation, and due to which
labor cost increases. Delays lead to claims in terms of extension of time or liquidated damages,
disputes, arbitration, etc. from the concern parties. Projects, if completed with schedules planned,
indicate efficiency, but in construction, processes are subjected to many variables and
unpredictable factors, which results in delays in the completion of projects. At the point when
construction projects are delayed, they are either extended from the set planning period of
completion and, thus, bring about an extra cost in the project. The standard practices generally
permit a level of the incurred cost due to delay, as a possibility in the agreement, cost to be
incurred, and this is usually found on the contract. Even though the agreement parties concur
upon the additional time and cost- related with delay, by and large, there are issues between the
owner and contractor concerning whether the contractor is qualified to claim the additional
expense. Such circumstances bring about addressing contract issues (Ramanathan et al., 2012).

Delays & cost overruns thus cause many irregularities in a project to all stakeholders, & the
primary responsibility of the Construction Manager is to cut down effects related to delays to
improve the quality of the project. Many researchers have identified stating various factors
causing delays and cost overruns, productivity improvement, Poor quality measures, safety
issues, execution errors.

Timely and accurate feedback of actual cost enables project managers to take appropriate
corrective actions that would minimize cost overrun in a timely manner. As a project progresses,
the process of construction monitoring and control gets more sophisticated, complex, and
challenging due to the huge amount of information that need to be measured and analyzed.
Developing an integrated visualized cost estimate and control models to track construction
projects performance would be an important advance in construction project monitoring and
control. This research aims to introduce a model that integrates cost estimate and monitoring
processes with the advances in data visualization to provide decision makers with a tool for
better monitoring and control of their construction projects.

1.3 Research Questions

1. What are the various significant factors responsible for cost & time overrun?
2. What are the effects of delay and cost overrun on completion time of building project?
3. How can BIM be applied to time and cost overrun on construction project?

1.4 Aims and Objectives.

Aim

The main purpose of this research is to analyse the use of Building Information Modeling (BIM)
as a strategy to help mitigate the construction time and cost overrun in managing construction
projects.

Objectives
To achieve this aim, the following objectives have been outlined as.
1. Analyzing various significant factors that causes cost & time overrun on construction
project.
2. To assess the effects of cost and time overrun on construction project.
3. To investigate how BIM can be applied in cost and time overrun on construction project.

1.5 Significance of the Study

BIM provides reliable features to architects, owners, engineers, contractors, and all participants
involved in the construction industry. It creates a single building model that act as a repository
for all elements of the building. The model provides many features that help project construction
team to avoid costly errors during construction of the project. Element clashes can be detected
from the design phase saving considerable time delays and cost overrun, in case of any
discrepancy. At the same time, visualization helps construction team to absorb and understand
project information. Computerized automated model could support decision making by enabling
project parties to test and evaluate any alternative rapidly for the purpose of reaching an
optimum solution. Ambiguities in the construction process can be highlighted by any team
member and resolved before construction starts. Constructability issues can also be discussed and
evaluated. Time that is normally spent in traditional tracking methods by construction team will
be reduced considerably. In the other hand, the completeness of documents provided by the
proposed model can be used not only for design and construction purposes, but also for delay
analysis in post construction. The findings of this project will help to mitigate the construction
time and cost overrun in managing construction projects.

1.6 Scope and Limitation of the Study

This research is focused mainly on investigating the application of Building Information
Modelling on construction Time and Cost overrun in the construction industry of building
project. This study is limited to Lagos state because of the geographical population of the whole
country. The implementation of Building Information Modelling in this part of the country is
advantageous and most industries are not aware of the benefits opened to them using this model.

1.7 Definition of Key Terms

1.7.1 Building Information Modeling (BIM): is a multi-dimensional model that acts as a
communication and information resource over the lifecycle of a construction project. It consists
of 3-dimentional (3D) design functions, cost estimate functions and programming and scheduling
function.
1.7.2 Cost Overrun: also known as a cost increase or budget overrun, involves unexpected,
incurred costs. When these costs are more than the budgeted amounts due to an underestimation
of the actual cost during budgeting.
1.7.3 Time overrun: When the stipulated completion time is pushed forward, the project is said
to have experienced schedule overrun
 CHAPTER TWO
2.1 Introduction

This chapter presents the literature review for the issue of time and cost overruns for various
causes and factors responsible for the management of projects. The review begins by explaining
the apparent issue between the development of the delay and cost overrun and the challenges of
the construction business in the performance of the project. Building Information Modeling
(BIM) Software that has been implemented to improve the performance of the project through
various applications is reviewed. This is followed by a review of literature by researchers on how
Building Information Modeling (BIM) can help in minimizing such impacts. It then identifies
various management parameters to bridge the knowledge gap in reducing the risk.

2.2 The review of Literature

Financial related delay in a project is mainly faced by the client, such as cash flow, but the
contractor and other stakeholders of the project are the main reason for delay. The significant
effect of this delay is nothing, but cost and time overrun, but time overrun has more impact as
compared to cost overrun. This could be the impact of the inability of the contractor to reach
deadlines, error in implementing design and drawing correctly, etc. It was noticed that arbitration
was no more prolonged effect of delay as they were already implementing risk management and
hence resulted in fewer numbers of claims and disputes or any court proceeding in relation to a
contract (Oyewobi et al., 2016).It can be noted that there should be proper allocation of time to
the economical production of design and completed tender documents to improve the quality of
the document because it will save time by minimizing errors and discrepancies and will
ultimately reduce the cause of delay.

The approach in finding delays by (Aibinu & Jagboro, 2002) found that important factors that
resulted in delays were interference of the client, the inadequate experience of contractor and
financing of work, and from sub-contractors’ side labor productivity, improper planning, slow
decision making were some of the reasons for the delay. The contractor and consultant also
contributed to delay by adopting the wrong construction method, improper site management,
unavailability of materials, and equipment. To overcome these problems, it was recommended to
include liquidated clauses in the contract and to offer an incentive for early completion.
It is suggested appointing human resources in the construction industry, which will help them to
plan training programs and to decide how much to spend on training. It gave one suggestion that
rather than carrying unit to the price in the contract, they should focus more on the capability and
performance of the contractor.

According to the survey done in Saudi Arabia reflected the severity, importance, and frequency
of causes of delay. Researcher (Assaf & Al-Hejji, 2006) listed out 73 main reasons for the delay
and combined them in nine groups of clients, contractor, consultant, labor, material, and
equipment, design, project, external. It was found that 76% of contractors have indicated the time
overrun of about 10-30% of the original duration of the project, and about 56% of consultants
contributed to the same, 50-30% time overrun was a contribution of 25% of consultants. It was
found out that the client and consultants tend to pick the lowest bidder, which results in time
delay while the contractor thinks the delays are mostly from the client-side. There is only one
reason for the delay for which both the stakeholders are responsible, and that is a change order
by the client during construction.

It has been recommended for all the stakeholders of delay such as for contractor they suggested
that they should have enough number of employees so that they won’t face a shortage of labor’s,
proper planning should be done by contractor, proper site management is necessary as soon as
the project is awarded. From client-side suggestions were given to pay time to the contractor, to
minimize change, and to award the project to the deserving contractor. To consultant, they asked
to review and approve the drawings appropriately before releasing, and they should be flexible
and should not compromise in quality for cost-saving (Assaf & Al-Hejji, 2006).

2.3 Time & Cost overrun

2.3.1 Time Overrun
Overrun in time irrespective of whether the overrun is beyond the completion date mentioned in
the contract or the overrun is in the period agreed by both the parties, i.e., the delivery of the
project is the definition of delay. This is a common problem in the construction industry that
means many of the construction projects slips over their planned period. Outcomes of delays are
different for both client and contractor. From the client’s perspective, it is the loss of revenue
because he lost his chance of earning the income that maybe because he is not able to give that
space on rent, or he is not able to use that place for production, or if he is dependent on the
facilities available in that space, etc. Completing the project on time reflects the efficiency of the
contractor; hence, he needs to avoid delay even in one activity on time because it results in
overhead cost as he works for a longer duration (Zailani et al., 2016). Also, the loss of material
changes due to inflation and labor cost get affected. Knowledge of project management is not
enough for overcoming the delay in any project. The project may get off track, and maybe
behind schedule, the reasons will be different, and it can be prevented by prior planning. If the
planning is not done correctly in the initial stage only, you will observe delays. The methodology
adopted by the engineer to judge the execution period keeps the project within the estimated time
as well an estimated cost. Usually, delay occurring during the execution phase, many of them
involves unforeseen factors. Even any change in the objective/ scope of the project will also lead
to a delay in the project. The impact of delays is mostly in the financial part for both client and
contractor. It is up to parties how they want to resolve the dispute because of the delay. They
may go to court or may go for arbitration and determine who is responsible for the delay and will
bear the consequences. While handling such delays, court, and arbitrator both consider several
factors such as contract document, cause of delay, etc. and based on that, they decide who will be
allotted the risk (J. H. L. Chan et al., 2011). Delay may occur in all the phases of the construction
project and very frequently, whose impact is different at different stages. Delays also affect the
productivity, efficiency, and effectiveness of the contractor.
A project in construction is successful when it is completed within the stipulated time, desired
quality & within cost estimated (Mpofu et al., 2017). It has been usually seen in a project; cost
overruns often accompany delays in a project. The actual rise in cost from originally estimated
by quantity surveyor or estimator is referred to as Cost Overruns. The terms “cost increase” and
“budget overrun” are used in the construction industry to mean cost overruns. The difference
defined between the actual cost to complete the project and the original cost planned is cost
overruns (Kavuma et al., 2019). It can be expressed as in the form of the equation as follows:
According to (Kavuma et al., 2019), Cost Overrun = Final Contract Amount – Original Contract
Amount / Original Contract Amount.

Time Overrun can be defined as when projects planned of their schedule go-ahead from baseline
due to various factors caused in the project, which are usually referred to as delays in a
construction project. Delays cause increase rise (days) in part of the project (Kavuma et al.,
2019).
2.3.2 Various Causes of Time & Cost Overruns

The major causes of Time and Cost Overruns are:

2.3.2.1 Scope Change: Scope is the term that defines the entire deliverables that is expected at
the end of a project. Therefore, logically, it can be said that all project plans, estimation,
schedule, quality, and base lines are usually designed base in the initial project scope. Thus, any
change in the project scope during execution will mean that the entire initial project plan will
have to be reviewed such that a reviewed budget, schedule, and quality will have to be
developed. This means more time and resources will be needed as against the initial baseline.
“With each scope change, precious project resources are diverted to activities that were not
identified in the original project scope, leading to pressure on the project schedule and budget”.
Project scope change could be because of wrong initial scope definition, inherent risk and
uncertainties, sudden change of interest, project funding change, etc. this could lead to change
request which in turn could lead to change in project deliverables, budget and/or even the entire
project team. Poor scope change management could lead to dispute that may require spending
time and money on arbitration and litigation for what the contractor or the client believes he is
entitle to. This will no doubt lead to delay and cost overrun of the project. (Francis, B. 2015)

2.3.2.2 Inappropriate and Inadequate procurement: Contracts read out virtually every aspect
of a business correlation, including payment terms, pricing, and service levels. Therefore, a
contract that has not highlighted the entire project scenario may lead to dispute in the contract
system. For instance, if the initial contract does not completely specify every relevant aspect of
the project work, this may lead to long chains of negotiations, arbitration and/or mitigation due
work change orders and the quest for reviewed contractual agreement with new budgets and
schedule. The result will no doubt be a project delay and cost overrun. (Francis, B. 2015)

2.3.2.3 Complexity of project: The complexity of project could also be a contributing factor to
delay, and cost overrun. Complexity could be defined in terms of the size of the project, most
mega projects tend to have relatively long implementation period when compared to small
project. This could be affected by inflation, change in material price and changes in exchange
rates such that the initial budget may need to be supplemented for the project to be completed.
The result could be cost overrun and long chains of negotiation which will lead to delay.
(Francis, B. 2015)
According to Chitkara (2011), the controllable causes of the projects cost overruns include.

2.3.2.4 Inadequate Project formulation: Poor field investigation, inadequate project

information, bad cost estimates, lack of experience, inadequate project formulation and
feasibility analysis, poor project appraisal leading to incorrect investment decisions.

2.3.2.5 Poor planning for implementation: Inadequate time plan, inadequate resource plan,
inadequate equipment supply plan, inter-linking not anticipated, poor organization, poor cost
planning.

2.3.2.6 Lack of proper contract planning and management: Improper pre-contract actions,
poor post-award contract management.

2.3.2.7 Lack of project management during execution: Insufficient and ineffective working,
delays, changes in scope of work and location, law, and order

(Habibi & Kermanshachi, 2018) categorized the delays into nine significant groups:
• Project-related factors include type, political and social influences delay, etc.

• Contractor related factors include inadequate contractors experience, improper planning, poor
site management, improper execution of sub-contractor, etc.

• Client similar factor includes slow decision making, unrealistic contract completion duration,
delay in payments, etc.

• The material related delay includes unavailability

• Consultant related approval of drawings, contracts

• Contractual factors include delay due to any negotiation and disputes during the project, the
communication gap between the stakeholder’s plan, etc.

• Labor and equipment factors consist of inadequate labor supply, low productivity,
unavailability of equipment, breakdown of equipment at peak hours, etc.

• Contract’s factor includes misinterpretation, change orders, discrepancies, etc.

• The external element comprises a change in government rules and regulations, site conditions,
weather conditions, etc.
2.3.2 Effects of Time & Cost Overruns

The effect is nothing but change. The result may occur due to the impact of delay in the project.
This effect can be a substantial financial cost for both client and contractor. Mostly it includes
arbitration, time overrun, cost overrun, disputes, litigations, and the project will be stalled forever
(Amoatey et al., 2015). Delay in any project primarily results in time overrun as the contractor
will need an extension of irrespective of whether the delay is attributable to the client or
contractor. Still, it is not necessary that the cost overrun is bear by the client only. The delay will
also lead to cost overrun for the contractor as he is required to pay penalties for delays. But the
client will also lose his revenue from the project due to this delay.
The most time taking effect of delay is a dispute as it involves both the party’s client and
contractor for claims. To satisfy parties many times, they go for arbitration. If they are not able to
conclude the issue in this way, they at last go for legislation. Mainly the dispute is between two
party’s client and contractor, but the whole project suffers. For minimizing the disagreement,
they use the schedule submitted by the contractor at the initial stage as a contract document
(Zailani et al., 2016). For the most effective and efficient and fair evaluation of the impact of
delay, the proper method should be used. Studies show that the effect that you can see in most of
the projects is time overrun then followed by cost overrun and then come arbitration, litigation.
After the occurrence of delay, there is a chance to cut the value of the project; the manager may
compromise on the quality of work by degrading the quality of the material.

Time and cost overrun may impact an increase in the selection time of material or may be due to
unavailability of material, so it is essential to estimate the time of every activity according to the
event, skills required the efficiency of workers, etc. Delay also affects the image of the contractor
by giving them negative points irrespective of whether the contactor's performance was
excellent, and he contributed a lot toward the project. Delay also results in low productivity of
the contractor and increases the cost for him.

Effects of schedule overruns are the consequences that will occur when the causes of schedule
overruns are not identified and worked on effectively. Pourrostam and Ismail identify and rank
the effects of construction project time overruns as follows:
2.3.2.1 Time overrun: When the stipulated completion time is pushed forward, the project is
said to have experienced schedule overrun. Schedule overrun refer to the late completion or late
delivery, from the time specified or agreed by all parties of the construction project. The main
causes for the schedule overrun are financial problems, late payments for the completed work
and on-going work, change orders, organizational changes etc.
2.3.2.2 Cost overrun: When a project is completed at a cost higher than what was budgeted, it
is said to experience a budget overrun identify critical factors that cause cost overruns in
construction projects as changes in scope of work on site, incomplete design at the time of
tender, contractual claims (extension of time with cost), lack of cost planning and monitoring of
funds, delays in costing variations and additional works. These critical factors in turn are the
delay factors. According to Pourroustam and Ismail cost overruns can be traced back to “root
causes” that are often associated with the preliminary phases, project planning or design, that
such root causes include poor estimation of quantities, design variations or errors, project
schedule changes, scope changes, unexpected site conditions, rising costs of materials and labor
(largely due to inflation), and or unforeseen events.
2.3.2.3 Dispute and Claims: Disputes and claims arise because of the losses incurred through
schedule overruns. Disputes normally come down in assessing three aspects of overruns: whose
fault was it or who caused the overrun, how much delay occurred and, consequently, what
monetary awards should be made The Critical Path Method is primarily useful in addressing the
second of these conditions and in some cases can be used to assist in determining at least a
portion of the monetary awards. The main causes of disputes are slow or late payments for
completed or ongoing work, client interference, neighbor issues, change in requirements,
distribution of work, less communication within parties, subcontractor issues etc
2.3.2.4 Arbitration: Sunjka and Jacob states that projects would have extra costs and time
consequences related to the engagement of professional arbitrators in cases of disputes that go
through arbitration.
2.3.2.5 Litigation: Disputes, due to schedule overruns, can lead to court cases for resolution
especially when large penalties are at stake. Haseeb et al defines litigation as negotiations and
going to court to solve the problems and it takes a long time to solve the problems. The main
causes are late or no payments for completed work or on-going work and change orders
2.3.2.6 Total project abandonment: Schedule overruns in project execution could lead to total
abandonment if issues leading to the overruns are not resolved timeously. The study of Haseeb et
al refers to the total abandonment of the construction project as stopping every work or
suspending the project for a long time. The main causes of abandonment are organizational
changes, regulatory changes, finances and payments and natural disasters. Many large
construction projects are temporarily or permanently abandoned due to financial crisis, natural
disasters, and organizational changes
2.4 Concept of BIM

The basic concept of BIM is underpinned on the need to provide a platform that addresses the
weaknesses of the previous CAD technologies by providing collaborative platform that
integrates all building information in a single file which can be exchanged and shared by all
relevant project stakeholders. BIM in this respect is an extended 3D model that stores all
building information of a project. With a 3D BIM, all the required project drawings (sections and
elevations), presentation drawings, renderings, and detailed construction drawings, as well as
quantity calculations and price estimations could be directly extracted, especially if the model is
at the highest level of details. Consequently, changes to the model are instantly updated on all
drawings. The most significant highlights of the BIM methods are single file concept; use of real
Architectural elements for modeling, parametric capabilities where changes to the model affect
all related drawings (and vice versa) and the automatic generation and updating of
documentation among several others (Abdullahi, Ibrahim, & Ibrahim, 2014; Aouad, Wu, & Lee,
2006; Aouad, Wu, Lee, & Onyewobi, 2014; Aranda-Mena, Crawford, Chavez, & Froese, 2008).
BIM has successfully moved the AEC industry forward from current task automation of project
and paper-centric processes (3D CAD, animation, linked databases, spreadsheets, and 2D CAD
drawings) to an integrated and interoperable workflow where these tasks are collapsed into a
coordinated and collaborative process that maximizes computing capabilities, Web
communication, and data aggregation into information and knowledge capture (Eastman et al,
2011). All of these are used to simulate and manipulate reality-based models to manage the built
environment within a fact-based, repeatable, and verifiable decision.
2.4.1 Definition of BIM
The Acronym ‘BIM’ has many interpretations depending on the context in which it is used: It
could be ‘Building Information Modeling’; ‘Building Information Model’; or ‘Building
Information Management’. The term BIM is ambiguous and has no universally accepted
definition. Hence, the proliferation of definitions in literature (Aranda-Mena et al., 2008).
According to RICS (2014b), the concept of BIM has no accepted definition due to its ever-
evolving nature where new areas and frontiers are creeping into the boundaries of what it could
be defined as.

There are definitions that present BIM as a ‘Process’, a ‘Product’, a ‘technology’, an

‘innovation’, or a ‘Strategy’. However, simpler definitions consider BIM as a digital
representation of the physical and functional characteristics of a facility. Whatever definition is
given to BIM, the major function and goal of BIM involves the detailed and complete replication
of a building in a digital environment with the sole goal of providing a collaborative platform for
managing Building information throughout the lifecycle of a facility (Aouad et al., 2014). The
terms ‘Building Information Model’ and ‘Building Information Modeling’ are often used
interchangeably, basically referring to a way of creating, using, and sharing building lifecycle
data.

In the US the National Building Information Modeling Standard (NBIMS) Committee of the
National Institute of Building Science’s (NIBS) Facility Information Council (FIC) is a major
industry actor that regulates and promotes BIM implementation and application. The NBIMS
vision for BIM is “an improved planning, design, construction, operation, and maintenance
process using a standardized machine- readable information model for each facility, new or old,
which contains all appropriate information created or gathered about that facility in a format
useable by all throughout its lifecycle.” (NBIMS, 2007). NBIMS categories BIM in three ways;
as a product, a process and as a technology (Eastman et al., 2011). As a product, BIM is an
object-based digital representation of the physical and functional characteristics of a facility that
serves as a shared knowledge resource for information about a facility, forming a reliable basis
for decisions during its life cycle from inception onward. BIM as a process is a collection of
defined model uses, workflows, and modeling methods used to achieve specific, repeatable, and
reliable information results from the model. As a technology, BIM is an ICT that is driven by the
fundamental principles of CAD. It uses the technological advances made in 3D modeling,
especially from the product development and manufacturing sector. The principal difference
between BIM technology and conventional 3D CAD is the parametric modeling approach used
in BIM models. While 3D CAD is made up of geometric entities, the constituents of BIM are
parametric.

Is BIM software?

BIM is not software as so many people perceive it to be. BIM is a terminology, an idea, a
concept NOT software. However, many software vendors adopt BIM concepts in their design.
This software is called BIM-based applications. This BIM-based software are digital
environments set up by software vendors with appropriate tools within their interfaces that
support building information modeling. For example, Revit adopts BIM (e.g., parametric object
modeling) concept but BIM is not Revit.

2.4.2 Dimensions of BIM

A BIM model starts with a parametrically enriched 3D which has both geometric and non-
geometric information embedded into its various components. However, as more information is
added (see Figure 2) to the parametric objects in a 3D BIM model, the model becomes richer and
more robust featuring other information dimensions. Researchers classify BIM as 3D, 4D, 5D,
6D, 7D and nD (Aouad et al., 2006): decisions during its life cycle from inception onward. BIM
as a process is a collection of defined model uses, workflows, and modeling methods used to
achieve specific, repeatable, and reliable information results from the model. As a technology,
BIM is an ICT that is driven by the fundamental principles of CAD. It uses the technological
advances made in 3D modeling, especially from the product development and manufacturing
sector. The principal difference between BIM technology and conventional 3D CAD is the
parametric modeling approach used in BIM models. While 3D CAD is made up of geometric
entities, the constituents of BIM are parametric.
 X & Y Dimensions = 2-D CAD

X, Y & Z Dimensions = 3-D CAD

3-D CAD + Parametric Properties = 3-D BIM

3-D BIM + Time = 4-D BIM

4-D BIM + Cost = 5-D BIM

5-D BIM + Facilities Management = 6-D BIM

6-D BIM + Sustainability Issues = 7-D BIM

7-D BIM + nDimensions = n-D Modelling

Figure 2.4.2: BIM Dimensions classification

Source: RICS (2014)
3D BIM: This is a highly rich three-dimensional model (X, Y and Z) made up of
intelligent/smart parametric objects.

4D BIM: 3D model with time dimension assigned to its objects. Each component or object of the
model can be assigned a schedule indicating its start and finish time.

5D BIM: 4D model with cost parameter added to it. A 5D model facilitates cost management
function such as cost analysis and planning, and cash flow management.

6D BIM: This constitutes a 5D model with facilities management related information embedded
to it

7D BIM: A 6D Model with sustainability issues

nD Model is an extension of a Building Information Model that incorporates all design

information required at each stage of the lifecycle of a building facility. It was first developed at
the University of Salford by Aouad et al. (2006).
2.5 Applications of BIM on Construction Project
BIM is not a kind of software but is a new concept which can improve the quality and efficiency
of every link in the AEC industry chain. Lately, practitioners are embracing new modes of
interdisciplinary information sharing and are focusing on one emerging and fast-growing
concept: BIM. Because BIM enables users to have an overview of the physical and functional
characteristics of a building from 3D visualization and allows information to be shared among
the designers, architects, engineers, contractors, subcontractors, and others, the BIM use can
benefit all the stakeholders involved with the design, construction, ownership, and operation of
buildings all through the project life cycle. In this section, the main BIM functions for project
time and cost control is introduced, and the application is explained. BIM is a great visualization
tool. It provides three-dimensional virtual representations of the building. During the project’s
bidding phase of the project, the construction manager can provide renderings, walkthroughs,
and sequencing of the model to better communicate the BIM concept in a 3D format.
Visualization provides a detailed outlook of the final product. By working on the same model,
users can have a common understanding of the project. It takes away the thought process of
bringing the different traditional 2D views together to create the 3D view. BIM techniques
simplify the preparation of mock-ups, such as building envelopes or building components.
Virtual mock-ups can be provided to the designer and the owner during project meetings. The
virtual mock-ups enhance the process of communication and collaboration. The developers can
use them to visualize, understand, and make decisions on the aesthetics and the functionality of
the space. The utility of mock-ups also promotes planning and sequencing construction activities
based on model components.
Virtual mock-ups are cost efficient in comparison to physical ones. By creating 3D virtual mock-
ups of complex building components, such as curtain walls, the architects can quickly make
decisions on design alternatives. The virtual mock-ups enable the architects to work with
contractors on constructability analysis, which reduces risk, saves time, and solves potential
design issues in advance of construction. Physical mock-ups may not be fully replaced because
they are still required if the members need physical testing. Hence, virtual mock-ups could
become a good standard to initiate the mock-up process and an actual mock-up may be necessary
after the virtual mock-up is approved.
2.5.1 BIM and Project Programming
BIM can be used in the project programming phase to analyze space and understand then
complexity of space standards and land regulations. This significantly saves time and provides
the project team with opportunity of doing more value-added activities that help towards
achieving project goals and objectives. For example, researchers have investigated the
integration of BIM with GIS (Geographical Information Systems) and have found BIM to aid
project planners in selecting appropriate site and conducting project feasibility and marketing
studies. BIM with GIS can be used to determine if potential sites meet the required criteria
according to project requirements, technical and financial factors, etc.

2.5.2 BIM and Project Design

BIM can be used by designers, particularly the Architects and Engineers at different stages of
project design for schematic design, detailed design, and construction detailing. At the planning
stage, BIM can be used to carry out options analysis which involves the comparison of multiple
design options to select the most optimum, economical, and workable design. Also, Photo
Montage can be done to integrate photo realistic images of project with its existing conditions.

2.5.3 BIM and Detailed design:

BIM can be used to develop detailed designs in the form of 3D exterior and interior models with
Walk-through and fly-through animations that visualize the entire facility in a real-life virtual
form. Detailed analysis such Building performance analyses (e.g., energy modeling), and
structural analysis and design could also be undertaken using BIM.

2.5.4 BIM and Construction Detailing

BIM can be used for to provide construction specific details such as 4D phasing and scheduling,
building systems analysis (e.g., clash detections), and the generation of shop or fabrication
drawings.

2.5.5 BIM in the Preconstruction Phase

At the preconstruction stage, BIM can be applied in the following activities: Estimating: More
realistic and accurate estimate can be prepared by Quantity Surveyors from building information
models. Contractors can perform fairly accurate quantity surveying and prepare detailed
estimates from quantities directly extracted form BIM.

Site coordination: Contractors can use 3D or 4D site coordination models to plan for site
logistics, develop traffic layouts, and identify potential hazards at the jobsite which can aid in
preparing a more realistic site safety plan.

Constructability analysis: Using BIM models, the project team can perform detailed
constructability analysis to plan sequence of operations at the jobsite.

2.6 BIM benefits

The followings are the benefits of BIM at the various stages of the lifecycle of a facility (Aranda-
Mena et al., 2008; Bernstein & Pittman, 2004; Eastman et al., 2011; Pittard & Sell, 2016; RICS,
2014a):

2.6.1 Preconstruction Benefits to Owner

2.6.1.1 Concept, feasibility, and design benefits

Owners/clients of facilities are always interested in determining whether a building of a given

size, quality level, and desired program requirements can be built within a given cost and time
budget. BIM model built into and linked to a cost database can provide owners with accurate and
reliable information that guides decision on whether to proceed with a project or not.
2.6.1.2 Increased building performance and quality

Schematic models developed prior to constructing detailed building model allow for a more
careful evaluation of the proposed scheme to determine whether it meets the building’s
functional and sustainable requirements. Early evaluation of design alternatives using BIM
analysis/simulation tools improves the general quality of the building.

2.6.1.3 Improved collaboration using integrated project delivery

Where Integrated Project Delivery (IPD) is the adopted project procurement approach, BIM can
be used by the project team from the commencement of the design to improve their
understanding of project requirements and to extract cost estimates as the design is developed
(Eastman et al., 2011). This allows design and cost to be better understood and also helps in
avoiding the use of paper exchange and its associated delays and other complications.

2.6.2 Design benefits

2.6.2.1 Earlier and more accurate visualizations of a design

3D models can be used to visualize the design at any stage of the process with the expectation
that it will be dimensionally consistent in every view.

2.6.2.2 Automatic low-level corrections when changes are made to designs

The parametric nature of BIM makes objects used in the design to be controlled by parametric
rules that ensure proper alignment, hence making the 3D model free of geometry, alignment, and
spatial coordination errors which ensure automatic adjustments to changes made at later stages.

2.6.2.3 Generation of Accurate and consistent 2D drawings at any stage of the design

Through a BIM model, 2D designs can be extracted for any set of objects or specified view of
the project. This significantly reduces the amount of time and number of errors associated with
generating construction drawings for all design disciplines.

2.6.2.4 Earlier collaboration of multiple design discipline

BIM technology facilitates simultaneous work by multiple design disciplines which consequently
shortens the design time; significantly reduces design errors and omissions, and ultimately gives
earlier insight into design problems and presents opportunities for a design to be continuously
improved.

2.6.2.5 Extraction of cost estimates during the design stage

At any stage of the design, BIM technology can extract accurate quantities and specifications
that can be used for cost estimation.
2.6.3 Construction and fabrication benefits

2.6.3.1 Use of design model as basis for fabricated components

BIM models are used in steel, sheet metal work, precast components, fenestration, and glass
fabrication. These offsite fabrications help in drastically reducing cost and construction time.
BIM also allows larger components of the design to be accurately fabricated offsite than would
be done using 2D designs.

2.6.3.2 Quick reaction to design changes

Changes introduced during design can be automatically evaluated and updates made
automatically based on the established parametric rules. Design changes can be resolved more
quickly in a BIM system because modifications can be shared, visualized, estimated, and
resolved without the use of time-consuming paper transactions. Updating in this manner is
extremely error-prone in paper-based systems.

2.6.3.3 Discovery of design errors and omissions before construction

Because the virtual 3D building model is the source for all 2D and 3D drawings, design errors
caused by inconsistent 2D drawings are eliminated. In addition, because models from all
disciplines can be brought together and compared, multisystem interfaces are easily checked both
systematically (for clash detection) and visually (for other kinds of errors).

2.6.3.4 Synchronization of design and construction planning

With a BIM model, construction planning using 4D CAD can be done by linking a construction
plan to the 3D objects in a design, so that it is possible to simulate the construction process and
show what the building and site would look like at any point in time. This type of analysis cannot
be undertaken using paper bid documents or dumb 3D CAD (Eastman et al., 2011)

2.6.3.5 Better implementation of lean construction techniques

Lean construction techniques require careful coordination between the general contractor and all
other subcontractors to ensure that work can be performed when the appropriate resources are
available onsite. This minimizes wasted effort and reduces the need for onsite material
inventories. Because BIM provides an accurate model of the design and the material resources
required for each segment of the work, it provides the basis for improved planning and
scheduling of subcontractors and helps to ensure just-in-time arrival of people, equipment, and
materials. This reduces cost and allows for better collaboration at the jobsite. The model can also
be used with wireless hand-held computers to facilitate material tracking, installation progress,
and automated positioning in the field.

2.6.3.6 Synchronization of procurement with design and construction

BIM model provides accurate quantity information and specifications that can be used to procure
materials from product vendors and subcontractors directly using the models. Currently,
concerted efforts are underway to provide adequate object definitions for many manufactured
products which is expected to make this capability a complete reality.

2.6.4 Post construction benefits

2.6.4.1 Improved commissioning and handover of facility information

During the construction process the general contractor and MEP contractors collect information
about installed materials and maintenance information for the systems in the building. This
information can be linked to the object in the building model and thus be available for handover
to the owner for use in their facility management systems. It also can be used to check that all the
systems are working as designed before the building is accepted by the owner.

2.6.4.2 Better management and operation of facilities

BIM provides a source of information (graphics and specifications) for all systems used in a
building. Previous analyses used to determine mechanical equipment, control systems, and other
purchases can be provided to the owner, as a means for verifying the design decisions once the
building is in use. This information can be used to check that all systems work properly after the
building is completed.

2.6.4.3 Integration with Facility Operation and Management Systems

A building model that has been updated with all changes made during construction provides an
accurate source of information about the as-built spaces and systems. This provides a useful
starting point for managing and operating the building. A building Information Model supports
monitoring of real-time control systems, provides a natural interface for sensors, and remote
operating management of facilities. Many of these capabilities have not yet been developed, but
BIM provides an ideal platform for their deployment.

2.7 BIM Software

Over the years there has been improvements and modification on software used for BIM
purposes but a few of that software would be reviewed in this study. Some of which are Revit,
AutoCAD, SketchUp, Navisworks, ArchiCAD.

2.7.1 Revit

Autodesk Revit is a building information modeling software for architects, landscape architects,
structural engineers, mechanical, electrical, and plumbing (MEP) engineers, designers, and
contractors. The original software was developed by Charles River Software, founded in 1997
renamed Revit Technology Corporation in 2000, and acquired by Autodesk in 2002. The
software allows users to design a building and structure and its components in 3D, annotate the
model with 2D drafting elements, and access building information from the building model's
database. Revit is 4D building information modeling capable with tools to plan and track various
stages in the building's lifecycle, from concept to construction and later maintenance and/or
demolition. Revit can be used as a very powerful collaboration tool between different disciplines
in the building design sphere. The different disciplines that use Revit approach the program
from unique perspectives. Each of these perspectives is focused on completing that discipline's
task. Companies that adopt the software first examine the existing workflow process to
determine if such an elaborate collaboration tool is required.

2.7.2 AutoCAD

AutoCAD is a commercial computer-aided design (CAD) and drafting software application.

Developed and marketed by Autodesk, AutoCAD was first released in December 1982 as a
desktop app running on microcomputers with internal graphics controllers. Before AutoCAD
was introduced, most commercial CAD programs ran on mainframe computers or
minicomputers, with each CAD operator (user) working at a separate graphics terminal. Since
2010, AutoCAD was released as a mobile- and web app as well, marketed as AutoCAD 360.

AutoCAD was derived from a program that began in 1977, and then released in 1979 called
Interact CAD, also referred to in early Autodesk documents as MicroCAD, which was written
prior to Autodesk's (then Marinchip Software Partners) formation by Autodesk cofounder
Michael Riddle. The first version by Autodesk was demonstrated at the 1982 Comdex and
released that December. AutoCAD supported CP/M-80 computers. As Autodesk's flagship
product, by March 1986 AutoCAD had become the most ubiquitous CAD program worldwide.
The 2021 release marked the 34th major release of AutoCAD for Windows. The 2019 release
marked the ninth consecutive year of AutoCAD for Mac. The native file format of AutoCAD is
(.dwg). This and, to a lesser extent, its interchange file format DXF, have become de facto, if
proprietary, standards for CAD data interoperability, particularly for 2D drawing exchange.
AutoCAD has included support for dwf, a format developed and promoted by Autodesk, for
publishing CAD data.

2.7.3 SketchUp

SketchUp is a 3D modeling computer program for a wide range of drawing applications such as
architectural, interior design, landscape architecture, civil and mechanical engineering, film and
video game design. It is available as a web-based application, SketchUp Free, a freeware version,
SketchUp Make, and a paid version with additional functionality, SketchUp Pro.

SketchUp is owned by Trimble Inc. A mapping surveying and navigation equipment company.
There is an online library of free model assemblies (e.g., windows, doors, automobiles), 3D
Warehouse, to which users may contribute models. The program includes drawing layout
functionality, allows surface rendering in variable “styles", supports third-party "plug-in”.
Programs hosted on a site called Extension Warehouse to provide other capabilities (e.g. near
photo-realistic rendering) and enables placement of its models within Google Earth. SketchUp
debuted in Augus 2000 as a general-purpose 3D content creation tool and was envisioned as a
software program "that would allow design professionals to draw the way they want by
emulating the feel and freedom of working with pen and paper in a simple and elegant
interface, that would be fun to use and easy to learn and that would be used by designers to
play with their designs in a way that is not possible with traditional design software. It
also has user friendly buttons to make it easier to use.

2.7.4 Navisworks

Navisworks (known for a while as Jetstream) is a 3D design review package for Microsoft
Windows. Used primarily in construction industries to complement 3D design packages (such as
Autodesk Revit, AutoCAD, and MicroStation), Navisworks allows users to open and combine
3D models; navigate around them in real-time (without the WASD possibility); and review the
model using a set of tools including comments, redlining, viewpoint, and measurements. A
selection of plug-ins enhances the package adding interference detection, 4D time simulation,
photorealistic rendering, and PDF-like publishing.

Navisworks (formerly Jetstream) is built around a core module called Roamer and has several
built-in functionalities:

Roamer - The core part allows users to open models from a range of 3D design and laser scan
formats and combine them into a single 3D model. Users can then navigate around the model in
real-time and review the model with a range of mark-up tools.

Publisher - This allows users to publish the complete 3D model into a single NWD file that can
be freely opened by anyone using Freedom, a free viewer.

Clash Detective - A functionality to enable interference detection. This means users can select
parts of the model and look for places where the geometry conflicts. This is for finding faults in
the design.

Renderer (formerly Presenter) - With the Renderer, users can apply materials and lighting to the
model and produce photorealistic images and animations.

Quantification - By "taking off" the model, users can automatically make material estimates,
measure areas and count building components.

TimeLiner -Adds 4D simulation so the user can link geometry to times and dates and to simulate
the construction or demolition of the model over time. Also links with project scheduling
software (Such as Microsoft Project or Primavera products) to import task data.
Animator -A feature that allows the users to animate the model and interact with it.

Scripter - This allows the user to set up a collection of actions that he/she want to happen when
certain events conditions are met

2.7.5 ArchiCAD

ArchiCAD is an architectural BIM CAD software for Macintosh and Windows developed by the
Hungarian company Graphisoft. ARCHICAD offers computer aided solutions for handling all
common aspects of aesthetics and engineering during the whole design process of the built
environment (buildings, interiors, urban areas, etc)

Development of ARCHICAD started in 1982 for the original Apple Macintosh. Following its
launch in 1987, with GraphiSOFT’s "Virtual Building" concept, ARCHICAD became regarded
by some as the first implementation of BIM. ARCHICAD has been recognized as the first CAD
product on a personal computer able to create both 2D and 3D geometry, as well as the first
commercial BIM product for personal computers and considered "revolutionary" for the ability
to store large amounts of information within the 3D model. Today, it has over 120,000 users.
ARCHICAD is a complete design suite with 2D and 3D drafting, visualization and other
building information modeling functions for architects, designers, and planners. A wide range of
software applications are integrated in ARCHICAD to cover most of the design needs of an
architectural office.
 CHAPTER 3

RESEARCH METHODOLOGY

3.1 Introduction

The main purpose of this research is to investigate how Building Information Modeling
(BIM) can be used to mitigate the construction delays and cost overrun in managing
construction projects.
This thesis was based on a case study to discuss the impact of applying the BIM technique to
construction delays and cost overrun. The BIM models were supplied by the architect, and other
project-related information was obtained and organized through meetings with architects. The
methodology used basically contained a (1) literature review and (2) case study model analysis.

First, a literature review was conducted mainly considering the approaches of project time and
cost control, and CAD and BIM applications. Basic concepts and current methods of project time
and cost control were reviewed and presented. Existing problems that cause time and cost
overruns in the AEC industry were described. Then a local architect and construction
management firm was consulted to work together with a real project’s BIM model. The process
and model were analysed. Data analysis based on the 3D models was conducted to illustrate how
this new project delivery method can help optimize a project’s time and cost control. Major
challenges for the BIM process were stated, and the solutions to address these challenges are also
addressed. In the end, the benefits of using BIM to deliver the project were highlighted.
Recommendations for the future use of BIM, in general, were made. The main barriers that
constrain the applications of BIM were also discussed.

3.2 Research Design

According to Spring (2006), Research design refers to the overall strategy that one chooses to
integrate the different component of the study in a coherent and logical way, thereby, ensuring
that one will effectively address the research problem; it constitutes the blueprint for the
collection, measurement, and analysis of data. Creswell (2014) stated that research design
involves enquiry within the different research method (qualitative, quantitative, and mixed
method approaches) that provide specific directions for procedures. In the same vein, it is
important to note that research design shows the direction for achieving the objectives of the
study. Additionally, Bryman (2012) explained that the research design choice is because of
priority in decision accorded to range of dimensions of the research approach. Bryman and Bells
(2011) stated that research design is the basis for collection and analysing of data. The research
design that will be adopted is cross sectional research design. Cross-sectional research design
involves the collection of data on several cases at a single point in time. The research was carried
out at a particular time to examine the readiness of quantity surveyors in the adoption of building
information modelling in building projects delivery in Nigeria.

3.3 Population of the study

Study population is a set of all units of observation from which information or relevant data is to
be obtained as they are considered the primary interest of the study (Ojo, 2005) It specifies the
total number or the class of possible observation. The following formed all the units of
observation for the study by administering questionnaires to registered quantity surveying
consulting firms with the Nigerian Institute of Quantity Surveyors (NIQS), Lagos state chapter.
There are about seventy financially up to date registered firms with the Quantity Surveyors
Registration Board of Nigeria for the year 2018 (QSRBN Directory, 2018). The target
respondents are partners, associate partners, and senior quantity surveyor etc.
3.4 Sampling and Sampling Procedure
Sample size determination is an integral part of any well-designed scientific study. The
procedure to determine sample size depends on the proposed design characteristics including the
nature of the outcome of interest in the study. (Chirayath M.S, 2005)
This selection was done through convenient sampling techniques in lieu of limitation of the
researcher due to the on-going social distance rule because of Covid-19 pandemic.

Shona (2019) ascertained that Sampling is a technique of selecting individual members or a

subset of the population to make statistical inferences from them and estimate characteristics of
the whole population. The representation of the population must be obtained which sets the
foundation of the study. A sample is a set of individuals or objects collected or selected from a
statistical population by a defined procedure. It is regarded as a specimen or part of population.

There exist different sampling procedures where sample can be selected. For this study, crochan
formula was used for calculating the sampling technique.
No = Where; Z = 1 .90 or 1.96 p =0.5 e=0.05

Where Z is population size, E is marginal error

Sample Size =

No = = 361

Sample Size for firms = = 35

Hence, sample size for this study is 35 and the sampling shall be taken by simple random
sampling. The sampling technique was chosen because of the availability of the list of registered
firms and because of the tendency for each firm to be selected in the survey.

3.5 Instrument and Instrumentation

Data is to be collected through a structured questionnaire because the research perspective is
quantitative.
The questionnaires were divided into five (5) sections.
Section A contains the Background Information of the respondents
Section B contains Time and Cost Overrun on Construction Projects
Section C analyzes the Factors that Causes Cost Overrun on Construction Projects
Section D also analyzes the Factors that causes Time Overrun on Construction Projects
Section E evaluates the Effects of Time Overrun on Construction Projects
Section F also evaluates the Effects of Cost Overrun on Construction Projects
Section G examines Building Information Modelling (BIM)
Section H investigates the Effects of BIM on Construction Projects

Table 3.5 Shows the number of questionnaires administered and retrieved

Table 3.5
ADMINISTERED (No) RETRIEVED (Nr)
35 30
 3.6 Administration of the Instrument
The primary data gathering procedure was by administering the questionnaires to Quantity
Surveyors, Architects, Engineers with the use of their emails, WhatsApp platforms, LinkedIn for
easy delivery and retrieval of the questionnaires for analysis.
3.7 Data Analysis Methods
A statistical tool was employed in analyzing the data gathered from questionnaires administered.
Scale rating ranges was used with intervals of 1-5 for questions, where 1 represents the least and
5 represents the highest ranking which addressed the issues on the objectives of study. The data
collected from respondents was analyzed using the descriptive data methods and the data was
presented using tables, mean score and ranking methods. The mean score being the mean value
or score of certain set of data set divided by total number of values. A mean which is the same as
average is represented as.
Mean score = ∑ FX/F

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