Analyzing the Impact of Project Manager Strategies on Cost and Time Control in Construction Projects: A Comprehensive Study

Abstract

In the construction industry, cost overruns have long been a major source of concern as they can impede the profitability and financial sustainability of projects. It happens when real expenses surpass preliminary budget projections, resulting in monetary difficulties, hold-ups, and disputes among stakeholders. For many organisations, the ability to develop Data Frameworks (IS) projects effectively has given them an upper hand. Considering the need for ventures to progressively address cost and time accomplishment inside a foreordained degree, this study presents the Expense and Time Task The executives Achievement (CTPMS), a crucial measure in this context. Cost overruns are a significant issue that many contractors deal with because they reduce their margin on a project and create numerous other issues for all parties concerned. Effective cost-control strategies would be necessary to address those issues. Understanding cost- control strategies and how they affect cost overruns is crucial. A survey consisting of questionnaires was administered to contractors rated C1 through C5. Percentage analysis and weighted score analysis were used to analyse the data by turning them into quantitative values. The findings show which cost-controlling techniques are commonly employed and how crucial they are for minimising cost overruns, which lower overhead and overbudget expenses while maintaining projected profits. Lastly, it is recommended that CIDA (ICTAD) run awareness and training campaigns, among other things, to urge contractors to employ cost-controlling strategies. Additionally, it is recommended that certain ICTAD documents be required to be used.

Introduction

The study explores how effective project management strategies—especially cost control methods—can reduce cost overruns in construction projects. It emphasizes the need for:

• Accurate cost estimation

• Efficient resource allocation

• Ongoing monitoring and control

• Skilled application of cost-controlling techniques by construction professionals

2. Problem Statement

Cost overruns are a major threat to the success and financial stability of construction projects. They often result from:

• Inaccurate budget forecasts

• Poor resource planning

• Delays and stakeholder conflicts
  Effective project management strategies are essential to prevent financial losses and ensure timely project delivery.

3. Objectives

• Assess contractor understanding of cost control methods

• Identify effective cost management strategies in current use

• Recommend improvements in training and contract standards

4. Literature Review Highlights

Several studies (e.g., Smith & Johnson, Turner & Muller, Chan & Kumaraswamy) highlight that:

• Time and cost control are critical to project success

• Poor planning and management often lead to delays and budget overruns

• Strategic techniques like earned value management, forecasting, and variance analysis are useful but underused

5. Research Methodology

• Survey conducted among construction professionals (C1–C5 category contractors)

• Sample size: 22 (calculated using chi-square formula)

• Data collected via questionnaires and interviews

• Microsoft Excel used for analysis with charts and graphs

6. Key Findings

A. Contractor Knowledge (Figure 1 & Table 1)

• 66% of contractors claim high familiarity (75–100%) with cost control systems

• However, practical application knowledge is limited

B. Commonly Used Techniques (Figure 2 & Table 2)

• MS Project (91.9%) and daily material tracking (54%) are the most used

• Earned Value (16.2%) and variance analysis (12.4%) are less commonly applied

• To-Complete Performance Index is not used at all (0%)

C. Challenges Identified

• Lack of training and practical experience

• Inadequate awareness of ICTAD cost control guidelines

• Contractors suggest more training from ICTAD and clearer contract requirements

D. Causes of Cost Overruns (Figure 3)

• Main causes: Lack of materials, manpower, and machinery

• Better application of cost control strategies and enforcement of ICTAD rules can help mitigate these issues

Conclusion

The dismissal for squander costs during building is one of the significant defects in development the board. One of the confidential areas where clients give supporting is the structure business. Regretfully, our nation hasn\'t done any significant job in identifying cost waste or controlling costs. The primary cause of resource waste in construction is rework. Rework is now acknowledged in some situations as an essential component of construction projects. While striving to construct buildings of the greatest calibre, contractors and project owners sometimes overlook the means of achieving this calibre. Some activities are repeated as a result of mismanagement throughout the design and construction phase, and some deficiencies are discovered after the project is finished. Several of the materials that ICTAD made available were deemed extremely significant by the contractors. Therefore, the authors recommend that the following materials be required reading. A monthly summary of expenses, cost sheet for hiring machines with weekly statement, direct labour cost sheet declaration for each week. Coming up next are the most vital cost-controlling systems, according to the survey\'s results: MS Project, daily labour and material control, acquire proficiency in value management. The obstacles that stand in the way of applying such strategies and the ways in which survey participants suggested overcoming those obstacles have already been elucidated. Below is a summary of the most significant solutions that the contractors offered in response to the ICTAD- mandated action (contract conditions). Teach individuals on the meaning of MS projects and obtain esteem the executives, consistently give refreshes through courses, studios, and different occasions, instruct the mindful specialists. Additional investigation is warranted to corroborate the findings of this study, taking into account C6 to C10 contractors as well as all projects. The authors posit that contractors could successfully complete their projects by guaranteeing their expected profits if they adhered to the recommendations put forth in this paper.

References

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Copyright

Copyright © 2025 Abhishek Tripathi, Dr. Rakesh Gupta, Dr. Mukesh Kumar Pandey. This is an open access article distributed under the Creative Commons Attribution License, which permits unrestricted use, distribution, and reproduction in any medium, provided the original work is properly cited.