Exploring the delays in church construction projects in the akuapem presbytery of the presbyterian church of ghana

Chapter 1: Introduction

1.0 Overview

Exploration of the delay caused in Church Construction Projects in the Akuapem Presbytery of the Presbyterian Church of Ghana.

The delay in construction project is regarded as a critical concern for contractors as well as the managers as it involves high cost overrun because of the extended deadline of the project (Hyvari, 2006; Mohamed & Trek, 2014). The research is framed to identify the key delay factors which are hindering the Church construction projects in the Akuapem Presbytery of the Presbyterian Church of Ghana.

In this study, the chapter one delivers a brief overview of the research along with discussing the raised issues of delay in construction projects related to church. The identified information in the overview is used to frame questions to examine the influence of the delay factors on the church construction project. This research is conducted on the basis of quantitative study where the independent variables which are related to the delay in church construction are examined. Later, in this study association between the dependent and independent variable are established. The importance of the study is that it has the potential to improve the project efficiency by reducing influence of delay factors and this knowledge is beneficial as well as vital for the policy makers, stakeholders and managers involved in project construction.

1. Background of the study

The problems relating to delay of construction projects have been raised as a global phenomenon in the industry (Chan, 2002; Fugar & Agyakwa-Baah, 2010; Selleh, 2009). The primary objective of each of the client, be it a church construction project or other is to effectively attain successful accomplishment of the project (Ntiyakuuze, 2011; Haseeb, Bibi, & Rabbani, 2011). As asserted by Ntiyankuuze (2011), the success of a construction project depends on its effective planning as well as design. This is because an unplanned and unstructured project planning in construction leads the workers as well as the contractors to get confused in executing the construction effectively. Moreover, effective planning leads to lower cost and creates completion of the project within the given deadline thus resolving influence of delay factors.

During the execution of a construction, the project is influenced by success factors which play a key role in assisting project parties to reach their determined goals as previously planned. Moreover, the delay factors also influence the project negatively as the dates to complete the project are stifled or postponed (Selleh, 2009). In order to lower delay in construction projects, the project managers require becoming concerned with the understanding of objectives perceived by the client in relation to quality, utility, cost and time along with project establishment (Hyväri, 2006; Mohamed & Trek, 2014; Ntiyakuuze, 2011). The fundamental aspects related to project management include monitoring, integration and control of the contributors in the project along with evaluating effective relationships between selection and resources of alternative in the project to pursue client’s effective satisfaction.

Various studies related to construction project delay happening in Africa reveal that time overrun was the key issues faced. Moreover, in many cases, it has been seen that the project cost has surpassed the estimated budget resulting clients to express dissatisfaction with the project causing delay in construction. Further, failure of the contractors to effectively understand the client’s requirement in the construction regarding the design and quality to be maintained also have been seen to cause project delay as it raises conflicts and disputes between the contractors and clients. The delay is caused by the construction project in case the contractors could not execute effective work management as deadlines to execute each phase of the construction are missed (Fugar & Agyakwa-Baah, 2010; Ntiyakuuze, 2011; Selleh, 2009).

The concept related to delays in construction projects is able to be evaluated only if the definition regarding the evaluation dimensions is effectively available. In any construction project, the evaluation dimensions are seen to correspond to the traditional project constraints that include cost, time and quality parameters (Ashley et al., 1987; Fugar & Agyakwa-Baah, 2010).

1.2 Research Problem

The major delay factors causing failure of effective accomplishment of construction project have become a prime concern for the contractors, as they are seen to influence the project, making the contractors suffer from extended schedule, construction quality issues and cost overrun (Hyväri, 2006; Mohamed & Trek, 2014). In Ghana, many instances have been seen in where it is reported that the delay in honouring payment certificates is seen to cause three times more delay in construction projects in comparison to others where the honouring payment certificates are properly provided within the time (Fugar & Agyakwa-Baah, 2010).

The researcher has seen to link poor project performance as reason behind project failures and delays (Crawford, Pollack, & England, 2006; Murali & Yau, 2007). According to Murali and Yau (2007) and Mohamed and Trek (2014), a delay caused by a construction project results to create loss of financial resources and time that negatively impact on the parties who are involved in the execution of the project. In many cases, it has been seen that one-third of the initial cost of the project is raised as a result of delays caused during execution of the project. This form of delay is seen to create litigation, abandonment of projects along with raising disputes (Fugar & Agyakwa-Baah, 2010; Haseeb et al., 2011).

The Church Construction project in Akuapem Presbytery involves the construction of a decent place within the church for worship purpose, creation of church offices to executive administrative duties, residential place for the aged to receive care and reconstruction and maintenance of other properties present with the church environment (Presbyterian Church of Ghana, 2004). These are the initial places that are to be focused on during the building of the church for ensuring its good standing. Few of the congregations are found in the Presbytery who have worked efficiently to complete the project related to construction of chapel even though the dates to complete it were extended far beyond the deadline assumed. On the construction site, it has been seen that other congregations are still involved in the process of constructing chapels while few have suspended their work or have abandoned the chapel project due to lack of definitive knowledge regarding the time they require to revisit the place (Akuapem Presbytery Report, 2014).

The buildings of the residential facility for office projects and agents in the church construction site are still at the worst stage. This is evident because most of the facilities are still seen to be in the planning stage or at the initial stage of implementation even after long approved plan with effective consent derived from the governing councils of the different congregation involved in the project (Akuapem Presbytery Report, 2014). As a result of the delay caused in this project, it has been seen that the agents of the Church are dwelling in rented places which is located far away from the construction site making it difficult for the agent to easily access to the site and execute their work effectively.

In order to investigate the cause behind the delay in the project of the Church construction in Akuapem Presbytery, the research is going to explore the factors that contribute to this delay with the purpose of improving the construction performance of the church. The knowledge developed is going to assist in developing effective interventions to resolve the raised project challenges.

1.3 Purpose of the study

The purpose to execute the quantitative descriptive study is to seek understanding of the key delay factors related to the Presbyterian Church construction projects of Ghana as the factors have legal, economic and social consequences (Fugar & Agyakwa-Baah, 2010; Hyvari, 2006). The study has further focused on the critical success or failure components involved in the church construction project so that the extent of influence of each factor is properly assessed in understanding their effect on the project efficiency. The method of research used in executing this study includes creating a statistical investigation of the relation between a dependent variable (success of the project) and independent variable (factors of delay). The research is to be done by relating Belassi and Turkel’s 1996 models which are used to identify critical failure and success factors involved in project management. The research design used in this study gathers data from the church leaders who are involved in different congregations in the Presbytery application of survey approach (Belassi & Turkel, 1996). The analysis of the gathered data is done by executing inferential as well as descriptive statistical methods like cross-tabulation, regression model and chi-square. The study also focuses on the congregation in relation to Akuapemk Presbytery by undertaking manse or chapel construction project.

1.4 Study significance

Construction of any form of shelter is required for fulfilling cultural requirement of life as each group of individual in their life look for a decent place for their habitation (Ntiyakuuze, 2011). However, the building of a shelter is not an easy work to accomplish because it is often seen to get associated with project delay and failure even though such a project is expensive in nature (Harmon 2003; Langford, 2005; Ntiyakuuze, 2011). Therefore, there is a need to identify and develop an understanding of the course of the delays in the construction so as to execute effective project management.

The research executed is related to the project management field and the study is seen to contribute to identifying practices that result in delays in the Akuapem Presbytery in the Presbyterian Church of Ghana. Moreover, the results developed from this study is significant as the additional knowledge is going to assist the clients, architects, project managers, stakeholders and others in effective management and accomplishment of construction.

1.5 Study nature

The methodology used in executing the study is of quantitative nature and is performed by using survey approach. The regression model is used to analyse the extent of impact of each of the failure factors has on the creating project delay in the Akuapem Presbytery of the Presbyterian Church of Ghana to develop wider information about the dependent variable of the research.

Various studies that used the survey approach showed that the approach helps in executing the study within minimized time and have lower tolerance for errors as well as maintain ambiguity in the study resulting in development of meaningful data collection (Creswell, 2009). A cross-sectional design is adopted in the study based on which the quantitative studies are performed by taking into account the practices, attitudes and constraints involved in project failures (Fugar & Agyakwa Baah, 2010). In order to further strengthen the reliability of the study, data have been provided from reviewed literature and interview transcripts. The survey was conducted by involving subject matter experts and the pilot study in which 20 participants were taken from the congregation involved with the church construction project from different presbyteries (Volta and Ga presbyteries respectively). A self-administered questionnaire is used in to make inquiry on the delays caused during the church construction by involving 380 congregates.

1.6 Research Questions

The poor and reduced project performance are perceived in many studies to have contributed to the hindered project management practices resulting to cause project delays (Aibinu & Jagboro, 2002; Crawford et al., 2006; Murali & Yau, 2007). The research is going to explore various aspects of project management as well as factors contributing to the project delay for improvement of the construction project so that it can be completed within minimized time. In order to the develop information in this relation, the following questions are to be focused on:

1. What are the key delay components and their extent of impact on the church construction projects in the Akuapem Presbytery?

2. What are the influences of project delay of the church construction projects in the Akuapem Presbytery?

3. What are the strategies to be adopted by the Presbytery church in Akuapem Presbytery for enhancement of the project performance?

1.7 Summary

The delays in projects related to Church Construction are a critical aspect to be focused as it results in missing the timeline for its completion resulting in raising the cost of the project. In this chapter, the problem statement regarding the study topic is being highlighted which shows that due to lack of effective proficiency in planning the church construction project delays are encountered. The limitations of the study encountered during its execution are discussed and the scope related to the research is also discussed.

Chapter 2: Literature Review

2.0 Overview

Artistry is a significant aspect of the success of any construction projects. Any type of buildings is designed and given modern as well as dynamic looks for the customers due to improved artistry. For the development of a constructed project, the value needs to exceed the cost of the construction. Advanced technology has a considerable impact on the various phases of architectures. The expertise in construction project schedule, life-cycle-analysis and overall construction knowledge are very significant for designing a value that helps in developing other types of projects. However, a delay is a part of any construction venture that creates huge problems and losses for the companies. The literature review deals with the classifications of delays that are prevalent in the construction industry in general and even specific to the construction of churches.

2.1 Delay Components of Construction Project

The construction industry is very volatile and large as well as requires huge capital. It is one of the critical sectors that can provide essential ingredients for the advancement of a country. Road construction constitutes a significant part of the construction industry. The last few decades have seen a huge growth in the activities as well as the number of churches and other institutions. A delay is considered as a huge risk factor in a construction project that may lead to numerous issues. Delays have a significant effect on the economy of a country. The cost is another important aspect of in the construction industry. It is basically a tool that helps in the achievement of urban as well as rural development goals. The main aim of a project in the construction industry is to finish them within appropriate time and budget. However, distinct types of delays result in the finishing of a project long after the stipulated time.

The construction industry accounts for a considerable percentage of the Gross Domestic Product (GDP) of many countries. A construction project is regarded as a temporary venture having a specified time and cost and the initiation is to create a unique and attractive building that has a very limited edition. The teamwork for the entire project helps in getting the success of a construction project. The functions include high-level of coordination on the part of the workers, plant and materials, permissions and construction and as a result delays have been quite prevalent in the construction industry. The integration of owner-desired-changes, as well as innovative technologies, makes a project even more complex. Along with these, there are various kinds of delays that occur during the construction of buildings, churches and so on. The construction industry is the essential area that leads to the improvement of the economy of a country. It is regarded as a tool that helps in the accomplishment of the public regarding the improvement of the economy of a country (Khattri, Agarwal & Gupta, 2016). Delays in construction can be defined as an addition to the period of execution that is counted more than the stated one in a contract or a time beyond the mentioned date for the successful completion of a construction project within the stipulated time (Chai, Yusof & Habil, 2015). Some of the significant activities that are undertaken for the proper construction of a church are such as purchasing of construction materials, earthworks, leveling and cleaning of the construction area, selection of a qualified contractor and mobilization of the church members to mitigate the delays considerably. The characteristics of the modern construction projects are guided by innovative technologies, the participation of multiple parties, frequent changes as desired by the owners and new standards. Delay is one of the recurring problems in this industry. There are certain factors that describe the contemporary construction projects such as propelled advances, incessant changes as per the craving of the proprietor and benchmarks. It is an undertaking that slips over the scheduled timetable and is regarded as a major issue in the construction projects.

Figure1: Delays in construction project

The above figure shows the process of completion of a construction project and the ways through which delays take place. Delays in the construction sector give rise to loss of income due to the absence of rentable space in the offices. On the other hand, the concept of delay has been defined as a situation where the project owner, as well as the contractor, may jointly contribute to a project's non-completion within a stipulated time (Zidane &Andersen, 2018). Again, according to Skarlicki, O'Reilly & Kulik (2015), the delay is the extension of the time as stated by the authorities for completing the construction. However, Chin & Hamid (2015) stated delay as the slowdown of work without completely stopping it may lead to late delivery of the project. Delays in the construction projects also occur as an outcome of severe mismanagement on the part of the construction companies. The cost of a project of construction is a significant factor to reckon with. There are multiple reasons that could be changes in specifications, contract documents or scope of work by the companies.

2.2 Classification of Delays

Most of the delays in the construction sector occur at the pre-contract stage while the others take place during the stage of construction (Brook, 2016). There are three major delays such as response delay of the contractor, responsible delay of employer and responsible delay of neither party. The delays in the construction industry can be classified into four major categories such as excusable or non-excusable, critical or non-critical, compensable or non-compensable and concurrent or non-concurrent.

Figure 2: Categories of Delay

(Source: Chen et al., 2017)

2.2.1 Critical and Non-critical

Critical as well as non-critical delays are very common in the construction industry and need to be dealt with importance. The critical delay is a type of delay that causes delays in the completion of the whole project. On the other hand, non-critical delays are the ones that do not have much effect on the completion time of a construction project. Delays that result in the extension of the completion date of a project are termed as critical delays while the non-critical are the ones that have a negligible impact on the construction projects. The problems arising out of the critical delays have the main source of forecasting of Critical Path Method (Akomah &Jackson, 2016). There are certain objectives of using the critical path method in the construction industry that is mentioned below:

To calculate the completion date of the project
The identification of the activities in the schedule that are having the highest risk of impacting the completion date of the project
Identification of the degree to which the vital activities might slip without any delays in the project

There are basically two significant methods for the estimation of the date of a project using this critical path method, the Backward Pass Calculation and the Forward Pass Calculation. The Forward Pass helps in the computing of the early start as well as early finish dates for a project. On the other hand, the Backward Pass makes an estimation of the dates of late start and late finish. There are certain factors upon which the completion date of a project depends. These are:

The plan of the contractors and the schedule
The physical constraints of a project that entails the way to build a job from a practical point of view
The entire project itself
The necessities of a contract for phasing and sequence

There is a significant factor that irrespective of whether one chooses in conducting an analysis of the schedule of a construction project for the identification of the delays, an overriding factor is always present that needs greater attention on the part of the contractors. This is popularly known as the contemporaneous information that refers to the schedules and the daily reports and in any other data that are available for reflecting the present situation during the time of the delay.

Each project of the construction industry has a critical path and the date of completion of the project is enhanced when there are delays in the critical activities. There are certain criteria for the determination of the date of construction project completion which are the project, the duration of a contractor in relation to the critical path activities, the sequence of activities for the completion of the project and phasing as well as a project’s physical restraints. The results of the critical delays are extended field overhead, labour and material cost escalation, unabsorbed home office overhead, idle labour and equipment cost and liquidated damage.

2.2.2 Concurrent Delays

The concurrent delay is a very complicated type of delay that comprises of more than one kind of delay components irrespective of their type that either overlaps after a certain period or occurs at the same time. It becomes relevant to identify the type that is responsible for the delay of the entire project completion. Thus, certain aspects such as duration of the delay, float ownership, the occurrence of delay and so on need to be taken into consideration. The concurrent delay is a type of delay that is caused by the project owner or a general contractor that heavily affects the project schedule as well as the project completion date (Rodriguez, 2017). Each of the project delays occurring within the same period affects the completion time. It is the occurrence of multiple delays at the same time, one is the contractor risk event and the other is the employer risk event and its effects. In many cases, the business organizations remain entitled to cover the extra costs because of delays. It is significant to identify the concurrent delays as it is increasingly used by the owners as a tool for avoiding excess billing due to overhead and change of orders. Concurrent delays are resulted because of the presence of multiple excusable delays resulted in the completion time. Concurrent delays take place when the critical path of the schedule of a construction is affected by a single activity. Concurrent delays can be excusable delays taking into consideration compensation that can give some relief to the contractor by extending the time, remission of potential delays of damages with respect to a given circumstance and liquidated damages. It can also be an inexcusable delay where the contractor may have an enormous impact on the finishing date simultaneously with the owner.

2.2.3 Compensable and Non-Compensable Delays

Again, compensable delays are the ones that are defined in the contract in most of the cases. There is an ability of the contractor to be compensated for the cost of delay in any construction project based on circumstances. It is also known as "No damages for delay". The situation when the contractor is solely responsible for the delay in the construction project is known as a non-compensable delay. Non-compensable falls under non-critical, critical, non-excusable or excusable depending on the conditions of a contract. It is a type of delay that occurs due to unusual weather, fire, flood or strikes. It occurs when there is a lack of anticipation about the weather during that time of the year. The contractor has the authority to extend the time of the project when there is a severe weather. The determination of the factors that constitute the severe weather is based on the historical data of the specific area. A contractors should make a demonstration about the weather conditions they have experienced so that they can request for the time extension of unusual weather. Non-compensable delays are the ones where the contractor can only request for the time extension but not any other monetary compensation. The fact that whether a delay is compensable relies mainly on the terms of a contract. In most of the cases, a contract makes a note of the types of delays that become non-compensable.

2.2.4 Excusable and Non-Excusable Delays

Excusable delays are the ones that become unforeseeable and is not within the control of a contractor in the construction industry. On the other hand, Non-Excusable delays are the ones that are within the control of a contractor. The main difference between these two delays plays a significant part in the determination of the party that will be liable for the delays. It also gives an indication of whether a contractor is entitled to the extension of project time and if he would be entitled to compensation for this date extension. The main reasons for excusable delays can be natural calamities, terrorist attacks, force measure clause, political or social unrest and delay from clients. On the other hand, non-excusable delays occur due to assorted reasons such as delayed procurement, delayed mobilization, planning and scheduling, critical events that are not shown to the clients at times and delayed submission of significant documents. There are certain events that act as the source of excusable delays. These are:

Omission as well as errors in the plans and specifications
Severe weather conditions
Intervention by other agencies
Lack of action by the government bodies
Floods
General strikes by the labours
Differing conditions in the site
Changes directed by owners

On the other hand, some examples of non-excusable delays are mentioned below.

Untimely performance on the part of the suppliers
Late performance of the subcontractors of a project
Faulty workmanship on the part of the subcontractors as well as the contractors
A labour strike specific to a project that is caused either by the willingness of the contractor in meeting with the representatives of the labour or through unfair practices

Delay Factors in construction projects

There are numerous factors that are responsible for the delay in the project management of the construction industry. Some researchers have revealed the categorization of the causes of delays. There are certain geographical limitations also and is unable to apply as a whole. This is the reason why there have been several types of research about the causes of the various kinds of delays. Some factors are major while the others are minor. The literature review has indicated the categorization of various factors in groups of numerous categories such as contractor-related, design-related, consultant-related, equipment-related, labour-related, owner-related, material-related, project-related, material-related, human-behaviour related and engineer-related. All these factors have been further classified into four categories. These are consultant-related, client-related, external-related and contractor-related factors.

Contractor Related Delay Factors

Proper planning of projects, equipment and adequate labour and proper availability of materials act as the critical factors of success for the effective implementation of the building of the construction projects (El-Gohary, Aziz & Abdel-Khalek, 2017). Several types of research have been carried out in certain critical dimensions for assessing their relative contributions for scheduling delays in the construction sector. There are financial difficulties, problems of planning and scheduling, equipment breakdown and problems of maintenance, shortages of material and equipment, shortage of manpower and slow mobilization which have been identified as the key contributors for this type of delay factors (Arditi, Nayak &Damci, 2017). Some of the main considerations for this category are the challenges of cash flow and financing, inadequate manpower and poor project management. Poor qualification of the technical staff of the contractor, poor supervision and site management as well as difficulties in financing a project are also the factors that have been identified as critical (Xiong et al., 2014). The inadequate supply of materials and financial difficulties of the contractors are the main aspects of the occurrence of the delay. Some of the delay factors related to contractors are identified as conflicts in the schedule of the subcontractors in the execution of a construction project, difficulties of the contractors in financing a project, conflicts between contractor with other parties and rework of activities due to commitment of errors at the time of construction, ineffective planning, improper methods of construction as implemented by contractor, ineffective scheduling of a project by the contractor, delays in the work of the subcontractors, high frequency of change of subcontractors and inadequacy of work. These are because of their inefficiency of work, delays in the mobilization of the construction site and lower qualification of the technical staff of the contractors. Other factors may include a shortage of manpower, the commitment of errors during the construction activities being affected by the delays in the delivery of materials for a construction project and inadequate finance (Pall et al., 2016).

Client Related Delay Factors

Several types of research have revealed owner related factors responsible for schedule delays. The variations in orders, slow decision-making and cash flow problems of clients are very critical factors that lead to delays in the construction activities of a building, church, temple and many others (Sambasivan et al., 2017). Another study showed that factors such as slow decisions from the owners and inappropriate incentives for the contractors for finishing a construction project before the estimated time have an enormous impact on a construction project that leads to delays (McCord et al., 2015). Delay in payment of the workers including contractors as well as changes in orders frequently may lead to delays in the construction project. The delay factors in relation to the owners are delay in furnishing and delivering the site by the owner to the contractor, late in revision and approval of the design documents by the owner, delays in the approval of sample materials as well as shop drawings, poor coordination and communication by the owner and other parties involved in the whole process of construction in the construction industry, conflicts between joint-ownership in a construction project, unavailability of incentives and bonus of the contractors and workers, suspension of work by the workers and owners and slow in decision-making process by the owners (Murwira &Bekker, 2017). On the other hand, frequent and sudden stoppages of construction work because of challenges of cash flow and making delays in creating progress payments to the construction workers are the main reasons behind this category of delay. Gbahabo & Ajuwon (2017) have identified the factors of payment and financing of the completion of works and changes in design by the clients are also responsible for the delays.

External Related Delay Factors

There have been external related delay factors in the construction industry. It is one of the causes of schedule delays. Some of the significant factors such as price escalation labour disputes as well as strikes, slow permit on the part of the government, civil disturbances, acts of God and inclement weather (Arditi, Nayak & Damci, 2017). Another study has revealed that any kinds of delays from the authorities regarding work permits are very significant for this kind of delay. Unfavourable weather conditions are also responsible for the occurrence of externally related delays (Agyekum-Mensah &Knight, 2017). Other factors of external related delays as identified through numerous studies are impacts of subsurface conditions like high water table and soil, effect of hot weather on the various activities of construction, delays in taking the permits from the municipalities of different areas, unavailability of resources on the sites of construction such as telephone, water, electricity and so on, effect of rain on the construction activities, effect of cultural as well as social factors, restriction and control of traffic at the site of the job, any kinds of accidents at the construction site, varied conditions of the construction site, changes in the laws and regulations of the government, delays in the process of final inspection as well as certification from a third party and delay in services such as electricity and water (Najib et al., 2018). Additionally, certain aspects such as legal disputes, shortage in the supply of construction materials in the market, delays in the manufacturing processes of special materials of building and penalties for ineffective delays are also considered for the external kind of delay. There can be delays because of the unforeseen ground conditions as well as long waiting time for distinct types of drawings that act as significant factors for construction (Kagiri & Wainaina, 2017). in addition to these, another study revealed that unfavourable weather conditions and subsurface soil conditions are key contributors to the various kinds of delays in the construction industry (Adam, Josephson & Lindahl, 2017). Certain factors such as harsh conditions of climate at the site of the construction projects, hostile social environment as well as hostile economic and political environments act as the key contributors for the delays in construction (Sinesilassie, Tabish & Jha, 2017).

Consultant Related Delay Factors

It is another factor that brings about delays in the construction projects. It has been asserted that late issuance of instruction from the owners or contractors, incomplete drawings of the designs and inadequate supervision from the different parties that lead to consultant related delays (Lessing, Thurnell & Durdyev, 2017). Inadequate supervision from the consultants is a major cause of this type of delay. Delays in the approval of changes within the scope of work, lack of proper experience on the part of the consultant and late review of the documents of design are also responsible for delays in the construction of a church or building. Slow preparation of drawings, approval of the drawings, incomplete specifications of the designs, incomplete drawings and significant changes in the designs may create delays (Smith, Beale & Bowers, 2017). A commitment of errors by the designers, inappropriate communication between the consultant and the owner are the factors that need to be considered for the delays in the construction processes (Dosumu, Idoro & Onukwube, 2017). Sometimes, inspection of all the functions takes a lot of timefor which the progress of the construction is delayed for a considerable period until the plans could be sanctioned. On the other hand, lack of commitment from the consultant and architect affect the construction system. Errors in the contract, discrepancies and mistakes in the documents are also responsible for the delays in the construction industry.

The impact of the various kinds of delays has a rippling effect on the parties associated with the activities of construction and even the citizens in the economy of country. The impacts of the delays are universal in nature irrespective of the delays that are having restrictions regarding geographical factors. A study has revealed that, all the respondents select cost and time overrun and giving them the highest rank (Wu, Ann & Shen, 2017). The excess cost associated with the construction activities act as an inconvenience to the parties involved the in the construction process. The taxpayers are not getting the proper value for the money due to cost overrun. The same is with the contractors who are experiencing abnormal losses and crisis of cash flow. The reputation of the consultants has degraded considerably as the clients are losing confidence in their plan of their execution (Ngomi, 2017). Another noticeable impact of the delays in the construction industry is the abandonment of the entire projects. Hence, it leads to the reduction of the employment opportunities, loss of revenue of the government, slowing down of the economic activities and deterrent of the foreign investors from the funding of the construction projects in the economy of a country. Testing of the activities also takes a lot of time and the consultants become responsible for this. Contract management, quality assurance as well as control, the greater waiting time for the approval of tests and inspections are the factors that are also responsible.

Client Related Delay Factors

Several researches have revealed owner related factors responsible for schedule delays. The variations in orders, slow decision-making and cash flow problems of clients are very critical factors that lead to delays in the construction activities of a building, church, temple and many others (Sambasivan et al., 2017). Another study showed that factors such as slow decisions from the owners and inappropriate incentives for the contractors for finishing a construction project before the estimated time have enormous impact on a construction project that lead to delays (McCord et al., 2015). Delay in payment of the workers including contractors as well as changes in orders frequently may also lead to delays in the construction project. The delay factors in relation to the owners are delay in furnishing and delivering the site by the owner to the contractor, late in revision and approval of the design documents by the owner, delays in the approval of sample materials as well as shop drawings, poor coordination and communication by the owner and other parties involved in the whole process of construction in the construction industry, conflicts between joint-ownership in a construction project, unavailability of incentives and bonus of the contractors and workers, suspension of work by the workers and owners and slow in decision-making process by the owners (Murwira &Bekker, 2017). On the other hand, frequent and sudden stoppages of construction work because of challenges of cash flow and making delays in creating progress payments to the construction workers are the main reasons behind this category of delay. Gbahabo & Ajuwon (2017) have identified the factors of payment and financing of the completion of works and changes in design by the clients are responsible for the delays.

External Related Delay Factors

There have been external related delay factors in the construction industry. It is one of the causes of schedule delays. Some of the significant factors are such as price escalation labour disputes as well as strikes, slow permit on the part of the government, civil disturbances, acts of God and inclement weather (Arditi, Nayak & Damci, 2017). Another study has revealed that any kinds of delays from the authorities regarding work permits are very significant for this kind of delay. Unfavourable weather conditions are also responsible for the occurrence of external related delays (Agyekum-Mensah & Knight, 2017). Other factors of external related delays as identified through numerous studies are impacts of subsurface conditions like high water table and soil, effect of hot weather on the various activities of construction, delays in taking the permits from the municipalities of different areas, unavailability of resources on the sites of construction such as telephone, water, electricity and so on, effect of rain on the construction activities, effect of cultural as well as social factors, restriction and control of traffic at the site of the job, any kinds of accidents at the construction site, varied conditions of the construction site, changes in the laws and regulations of the government, delays in the process of final inspection as well as certification from a third party and delay in services such as electricity and water (Najib et al., 2018). Again, certain aspects are such as legal disputes, shortage in the supply of construction materials in the market, delays in the manufacturing processes of special materials of building and penalties for ineffective delays are also considered for the external kind of delay. There can be delays because of the unforeseen ground conditions as well as long waiting time for distinct types of drawings that act as significant factors for construction (Kagiri & Wainaina, 2017). Additionally, another study revealed that unfavourable weather conditions and subsurface soil conditions are key contributors for the various kinds of delays in the construction industry (Adam, Josephson & Lindahl, 2017). Certain factors such as harsh conditions of climate at the site of the construction projects, hostile social environment as well as hostile economic and political environments act as the key contributors for the delays in construction (Sinesilassie, Tabish & Jha, 2017).

Consultant Related Delay Factors

It is another factor that brings about delays in the construction projects. It has been asserted that late issuance of instruction from the owners or contractors, incomplete drawings of the designs and inadequate supervision from the different parties that lead to consultant related delays (Lessing, Thurnell & Durdyev, 2017). Inadequate supervision from the consultants is a major cause for this type of delay. Delays in the approval of changes within the scope of work, lack of proper experience on the part of the consultant and late review of the documents of design are also responsible of delays in the construction of a church or building. Slow preparation of drawings, approval of the drawings, incomplete specifications of the designs, incomplete drawings and significant changes in the designs may create delays (Smith, Beale &Bowers, 2017). Commitment of errors by the designers, inappropriate communication between the consultant and the owner are the factors that need to be considered for the delays in the construction processes (Dosumu, Idoro & Onukwube, 2017). Sometimes, inspection of all the functions takes a lot of time and the progress of the construction is delayed for a considerable period until the plans could be sanctioned. On the other hand, lack of commitment from the consultant and architect affect the construction system. Errors in the contract, discrepancies and mistakes in the documents are also responsible for the delays in the construction industry.

The impact of the various kinds of delays has a rippling effect on the parties associated with the activities of construction and even the citizens in the economy of a country. The impacts of the delays are universal in nature irrespective of the delays that are having restrictions regarding geographical factors. A study has revealed that all the respondents select cost and time overrun and giving them the highest rank (Wu, Ann & Shen, 2017). The excess cost associated with the construction activities act as inconvenience to the parties involved the in the construction process. The tax payers are not getting the proper value for the money due to cost overrun. The same is with the contractors who are experiencing abnormal losses and crisis of cash flow. The reputation of the consultants has degraded considerably as the clients are losing confidence in their plan of their execution (Ngomi, 2017). Another noticeable impact of the delays in the construction industry is the abandonment of the entire projects. Hence, it leads to the reduction of the employment opportunities, loss of revenue of the government, slowing down of the economic activities and deterrent of the foreign investors from the funding of the construction projects in the economy of a country. Testing of the activities also takes a lot of time and the consultants become responsible for this. Contract management, quality assurance as well as control, greater waiting time for the approval of tests and inspections are the factors that are also responsible.

2.3 Effects of Project Delay in Construction

Project delay has a negative impact on construction which hinders the working efficiency and completion of the project. The key effects of project delay which are experienced in construction project include time overrun, cost overrun, litigation, abandonment, arbitration and dispute. As mentioned by Ojoko et al. (2016), cost and time overrun are mainly caused due to the delay of effective project estimates executed by the contractor. The contractor causes this delay effect because they do not possess effective management and organization skills. Thus, the contractor before the execution of the project requires reassessing their skills so that their inefficiency can be resolved and project delays can be avoided. Project delay not only hinders the productivity and performance of the construction, but also results to obstruct the accomplishment of pre-determined project objectives.

2.3.1 Time Overrun

The time overrun refers that the contractor has not been able to execute the construction project on time mentioned in the contract. The time overrun experienced in a construction project can be categorised into two groups which include non-excusable and excusable delay. As mentioned by Amoatey et al. (2015), excusable delay refers to the ones which are beyond the control of the contractor and are unforeseeable. The excusable delays are mainly caused due to delivery of late instruction to the contractors in executing further progress in project, late approval in design and building materials, late access to the site for the employees to execute their work and others. As criticised by Marzouk & El-Rasas (2014), the non-excusable delay is foreseen and is caused as a result of lack of effective control and organisation by the contractor. Thus, once the project work faces time overrun, it is evident that it is not going to be completed within time and it is required to extend the deadline for the project.

The time overrun results the party involved in faulty practices during construction, due to which the delay occurred, to pay an effective amount to the other party for compensation of the damages done as a result of delay in the project. As mentioned by Owolabi et al. (2014), construction projects often get delayed due to weather conditions which make the contractor incapable to execute the project on time. Thus, in such cases, the contractor is allowed to claim time extension as the situation was not adequate in any way to complete the project within the given timeframe. As criticised by Larsen et al. (2015), contractors are unable to claim time extension in case time overrun occurred due to their own fault. This result in hindering the execution of the project as materials as well as money is depleted but no adequate turn back is received from the construction project.

The time overrun has a major impact on church construction which adversely reduces the efficiency in its construction progress. This is evident because due to ineffective time management the La Sagrada Familia Church in Barcelona which has been started in 1882 is still incomplete in 2017 and is proposed to be completed by 2026. The time overrun impact on the church construction was mainly due to excusable reasons such as complexity in the church design; interruption did due to Civil War and others. However, due to the impact of time overrun it has resulted in increasing the total construction cost of the project along with the wastage of materials (www.sagradafamilia.org, 2017).

2.3.2 Disputes

The improper project plan is seen to have great impact on creating project delay in construction because proper contractual agreements are not framed which raises disputes and conflicts between contractual parties like consultants, contractors, clients and others. As mentioned by Lu, Zhang & Pan (2015), project disputes occur because of lack of effective communication between the contractors and owner of the construction. Thus, it is the duty of the Project Manager to look after the situation and resolve the misunderstanding, disputes and conflicts so that the delay in construction can be resolved. As criticised by Vasilyeva et al. (2015), parties are seen to be rigid in their consideration and refrain to hear the mediator while solving the project disputes. This, in turn, creates project delay and damages the execution of the project as no collaborative decision-making can be done to resolve the conflicts.

The disputes related to land acquisition in many cases are seen to affect project delay in construction. This is because the owner of the land bars the contractors from executing construction work resulting in creation of conflicting situations. In such cases, it is effective to appeal the decision to an arbitrator to resolve the conflict (Chaphalkar, Iyer & Patil, 2015). The project disputes act as threat for affecting construction delay in a church which is evident from the incident in case analysis of land disputes between Roman Catholic Church in Weh and Indigenes of Weh Fondom. The reports inform that the project disputed related to the surrounding land which is to be used by the church in the expansion of their construction which is going on for years and that has resulted in delaying their construction process for expansion. The arbitrator is also seen to have failed in resolving the conflict which has further added to the delay in the construction of the church (Lang, 2017).

2.3.3 Negotiation and Arbitration

The arbitrator acts as an independent person who is officially appointed to resolve a dispute. There are parties which do not consider with decision-making made by the arbitrator that results in lack of negotiation in projects. This, in turn, affects project delay in the construction as disputable and conflicting issues are raised. As mentioned by Getahun, Macarubbo & Mosisa (2016), the choice of an effective arbitrator is required who have a manageable caseload so that the individual can concentrate on developing strategies and decision-making to resolve the dispute for a specific construction project. The arbitrator with unmanageable caseloads is often seen to execute decision-making in resolving disputes in a great haste which often hinders building of effective negotiation. This negatively affects the project as delay in its execution is created because collaborative and effective decision-making to execute the construction is not reached.

The arbitrator with effective legal and professional expertise are seen to have experience to develop a well-reasoned and legally sound decision-making in resolving the raised dispute to mitigate delays in construction. As mentioned by Komurlu & Arditi (2017), lack of effective knowledge about legal requisite by the arbitrator results them to make legal disputable decision-making that adversely affects project delay. This is because legal concerns create complication in smooth execution of construction projects. The arbitrator with improved practical knowledge are seen to act positively in resolving project delay as they develop effective decision-making to resolve project disputes leading to their delay within minimised time along with implication of innovative strategies. As argued by San Cristóbal (2015), arbitrator requires administering their services in acost-effective manner along with portrayal of strong management skills. This is required to positively manage project delay by creating a collaborative environment where parties through collective decision-making resolve their disputes in executing smooth operation of project.

2.3.4 Litigation

Many relevant parties involved in a construction project are seen to lack acceptance of the collaborative decision-making executed by the arbitrator. This result to create project delay as conflict obstructs the proper progress of the construction process. Thus, litigation is used to resolve the raised disputes. As mentioned by Amoatey et al. (2015), litigation includes legal proceeding which is taken with the help of court for resolving disputes between two opposing parties to defend each other's rights. In litigation process, the judgement provided by the court in case of disputes if not accepted by either of the parties they can further appeal to the court for effective decision-making by delivering new proofs and evidence. However, if either of the parties accept the judgement provided in the litigation process then the guilty party has to pay compensation value to the other party. As criticised by Tarhini et al. (2015), litigation progress requires huge time in executing decision-making that results the construction project to miss the deadline for their completion. This is because neither of the parties involved in accomplishment of the project wishes to work it during the litigation process to execute it within the given time.

2.3.5 Abandonment

The abandonment refers that the project is immediately stopped because the client cannot provide required amount of finances needed for completion of the project. As mentioned by Shehu, Endut & Akintoye (2014), delay project is totally abandoned,may be due to the client's personal problem or dispute with the contractor. Moreover, bankruptcy, poor quality marketing and sales, deceit by the contractor and other reasons also results in effecting abandonment of construction project. As mentioned by Ikediashi, Ogunlana & Alotaibi (2014), project abandonment results to affect the contractor, supplier, consultant and other parties involved in the construction process. Moreover, abandonment of project results to negatively influence the purchasers who are liable to experience the influence of cost damages.

2.3.6 Cost Overrun

The cost overrun refers to the increased expenses made in project due to the contractor's fault or lack of effective budgeting, evaluation and analysis during the initiation of the project (Larsen et al., 2015). The cost overrun is directly related to time overrun because when increased amount of time is required to complete the project due to delay it, in turn, raises the overall cost. This is because of the prices of building materials in the market rise with time, which causes contractors to spend more finances for buying them. Moreover, during the construction delay the labourers have to be managed and thus contractors have to pay them for maintaining their strength so that the effective workforce, required to execute the construction project, is available appropriately. This extra expenditure to maintain appropriate workforce is made in case of short-term delay in construction project. As commented by Senouci, Ismail & Eldin (2016), cost overrun occurs due to ineffective financial planning made by the contractors for which they have to pay loss and expenses to the owner. This further results further delays in the construction as effective amount of finances is not available for execution of the project as required by the contractors from the owners. The cost overrun can be effectively understood prior to their occurrence by the contractors if they are able to see dynamics and connections between various sources involved with the construction project.

2.4 Challenges faced in Construction Project

The challenges executed in Construction project results in loss of thousands and millions of valuable money deposited by the public which culminates to cause serious financial issues. Moreover, challenges in Construction related to Church not only causes financial hindrance but also leads to lack of effective functionality of the leadership and loss of confidence over the pastor and church authorities from the public. As mentioned by Sears et al. (2015), challenges in church construction project are faced because the experience for planning and executing an effective building program that best meets the demands and needs of the architecture and budget of the church is lacking among the church council.

Initially, the most common challenge faced in Construction related to Church and others includes failure to assume the accurate cost required for the execution and completion of the project. As mentioned by Kerosuo et al. (2015), during the initiation of construction project the owners require determining the things they can afford in comparison to what they require for effective cost counting. This is required as it would lead the owner to understand limitation they require to impose on their requirements to allow the budget for accomplishing the construction project effectively. As criticised by Latiffi, Mohd & Brahim (2015), lack of effective cost counting is experienced when the owner does not effectively link their budget planning with their requirement. This results in ineffective budget estimation as the owners due to overconfidence and enthusiasm in accomplishing their requirement accepts the construction plan blindly without investigating whether they would be able to pay for it or not. However, due to lack of effective finances project delay occurs which in turn raises the overall cost of the construction that is unbearable for the owner to take leading to abandonment.

The other challenge which is faced in construction project by the owners includes failure to access outside help for evaluation of their project. The outside help is required because it helps the owner to have a substantial knowledge regarding the resources to be appropriately used in execution of the construction project. As commented by Zhang et al. (2015), experienced project planner helps to determine the best solution to be required for building program involved in construction. Moreover, in many cases, it has been seen that the owner does not analyse the transparency of information provided in a construction project. They do not feel the urge to know how much finances are required for which purpose during the construction that acts as a big challenge for them. As asserted by Sears et al. (2015), lack of transparency acts as major challenge in the construction project as it paves the pathway to allow contractors to create deception activities. This, in turn, affects the owner to spend extra finances for the completion of the project thus resulting in their loss of planned use of finances.

The last-minute changes create challenges like formula errors from pasting and cutting along with forgotten line items in budget estimation. This results in loss of the profitable project as effective estimation of the cost is not properly made due to the rise of errors. As mentioned by Sears et al. (2015), during development of estimation for a construction project effective focus are to be given to all aspects. However, in many cases, it has been seen that proper focus has been given to manage the strength only whereas the weakness to be encountered are ignored. This acts as a prime challenge that also delays as well as hinders the execution of the project because errors in planning are raised which cannot be resolved effectively as strategies are not previously formed to resolve it. The allocation of an incorrect amount of resources acts as a challenge which hinders the construction as effective amount of construction material needed to complete it is not available at the right time.

The inattention to the safety requirement and lack of effective conduction of risk assessment creates challenges for construction projects. This is because it results in hindering the project execution as well as creates time overrun issues for the contractors. As mentioned by Gurcanli, Bilir & Sevim (2015), effective safety attention at construction makes the labours working on the site to feel safe that make them provide effective services as demanded. However, due to lack of safety, the labourers feel neglected and fear of their life, resulting in providing lower concentration at work as well as unwillingness to accomplish the project leading to shortage of labour. The lack of effective amount of labour due to safety issues, delays the project as staffs required for the construction work is lacking. Thus, labour shortage issues create delay in construction project acting as a challenge because it creates time overrun which in turn increases cost. The rise in cost creates issue which negatively affects the construction creating a challenge because the effective amount of finances are not seen to be available from the owner as well as the contractor to support the project as the cost appears to them as overestimates. As criticised by Olusanya (2018), Demotivational behaviour from the management acts as a challenge in construction as it destroys productivity and slower the working process. This is because labours do not find the enthusiasm to execute work and thus slower their progress in completion of the project.

The inefficiency to act against unnecessary claims poses a challenge for the construction project because it leads the construction company or the contractor to pay extra costs. As mentioned by Hughes, Champion & Murdoch (2015), lack of information about thorough process executed in documentation of the construction project results to neglect the scope in defending against the made claims. Thus, such an act leads to increase the overall expenditure of the constructor in executing the project resulting in their lower profit earning. As criticised by Wimala, Akmalah & Sururi (2016), multiple version of documentation of the project creates challenges resulting in project delay and mistakes. This is because such activity results in creating confusion among the staffs where as many of them do not have accurate knowledge about the evolved architectural plan based on which they require to execute their duties.

The owners are often seen to demand unrealistic time frame from the contractors to complete the project as they think that lower time would result them to spend lesser amount of money. This acts as a challenge in construction because it creates lower strengthened construction that is liable to fall or expire than their usual lifeline. As mentioned by Alotaibi, Sutrisna & Chong (2016), accomplishment of construction project within unrealistic deadlines makes the contractors hurry in framing resource and architectural planning to execute the project. Thus, in a hurry, many effective points of risk are missed and it results to develop a hindered architectural planning which does not provide a usual lifeline to the construction resulting negative image of the contractor in the market. As argued by Agyekum-Mensah & Knight (2017), the negative image of the contractor in the market results them to face hindrance in acquiring the further project. This is because owners feel insecure and lack trust and confidence in recruiting the contractors for executing their projects out of fear of destruction of the project before their usual lifetime. Thus, this, in turn, creates challenges for the contractors as they cannot effectively execute their business within the market.

The lack of effective communication during the execution of the construction project acts as a challenge. This is because effective information regarding the evolution in the project planning that is made on a constant basis is missed by many members. Thus, it results in the non-collaborative working environment resulting in delay in completion of the project. As mentioned by Gunduz & Yahya (2015), sudden and constant changes in the construction project planning as demanded by the owner poses challenges for the construction. This is because such activity results delay and slower the working progress of the labourers as they face hindrance in coping with the constant changes made in the architectural plan of the project. As criticised by Durdyev & Ismail (2016), ineffective scheduling of the construction act as a challenge for the project because it raises delay due to inconsistent service nature. A proper project scheduling results to avoid the construction from getting adversely affected by issues as effective progress is made according to the determined time thus completing the project within time.

2.5 Strategies taken to improve the performance in of the construction project:

2.5.1 On boarding proper technology:

As stated by Walker (2015), to increase the performance level of the construction project, it is important for the construction project management to adopt new technology for taking the fastest path with the biggest payoff. In this context, it can be stated that Presbyterian Church of GHANA has faced a high amount of mismanagement in conducting proper construction project due to using traditional methods of the construction. For enhancing the productivity of the construction project at Presbyterian Church, church leaders can focus on installing the productivity software and information modeling software that is effective for the leaders to eliminate the wait time as well as reducing the costly rework (Du et al. 2016). There are different technologies that can be effective for the Presbyterian Church to develop the efficacy of project managers which further accelerates the construction project, which is as follows:

Plan grid construction and productivity software:

As stated by Kärnä & Junnonen (2016), this software allows the projects managers as well as the team members to manage the real-time submittals, drawings, issues, mark-ups and photos. In this context, it can be stated that this software can help the marketing leaders of Presbyterian Church to use power grid to improve their project performance as well as to elevate their productivity thereby accelarting the construction work to discard the chances of delays. As stated by Zheng et al. (2016), implementation of this software makes the marketers able to reduce the trips to tailor as well as reduce the time expenditure thereby allowing the team to involve into accurate as well as useful take offs electronically rather than using or surveying the other means for tracking construction issues as well as the task electronically. As Ghana is passing through proper economic boom due to proper utilization of agriculture, marketing construction leaders associated with Presbyterian Church, it has enough economic ability to install this software for accelerating the delayed work. Power grid productivity software is important at the construction work to maintain at drawings submittals and constructions issue in shortest time which would make the engineers and managers at the construction sure to maintain proper time management (Zailani et al. 2016). Therefore, it can be stated that Presbyterian Church can install this software to accurate their construction work by reducing the allocated time required for individual construction work at the side.

Kahua collaboration and project management software:

This software can be implemented by construction project manager to maintain proper collaboration among various construction aspects by implementing proper legacy project management techniques and tools (Olawale & Sun, 2015). A construction project is not an easy task; rather it needs better cooperation as well as collaboration among all the entity involved in the task. In Ghana, Presbyterian Church faces the delays of construction work due to various technical, demographic and economic reasons. Therefore, Kahua can be a highly effective software that can be used by the project manager to enhance elevate their success as well as to improve the construction project management framework. As per Joshi & Khandekar (2015), it is important for all the workers at the construction site to maintain proper collaboration in their individual task such as drawing, making submittals, maintaining the technical database and quantity surveying as well as quality controlling. Presbyterian Church would be able to maintain proper coordination between all the disciplines associated with construction work by installing Kahua software. This software would make marketers associated with construction at Presbyterian Church, able to develop proper project management framework that can follow by the marketers at the construction site and can improve the productivity of the organization by making proper cooperation among the work of different project stakeholders (Leong et al. 2014). By promoting the rapid creation of all the constriction databases and workflows, Kahua software can make the manager in the construction site efficient to accelerate the development of the project and improve project management process.

Red team and cloud construction project:

According to Memon et al. (2014), due to this software the project managers have proper cloud solution for maintaining the account and financial databases. In this context, project managers at the construction site of Presbyterian Church can send different construction drawings and databases to the power grid application and can pull the important RFIs from the power grid application software to the Red Team software. This software also makes the project manager involved in the construction project of Presbyterian Church in Ghana, proficient to make accurate commercial estimation which enhances the relevancy as well as the accuracy of the project. The red team is one of the fastest accounting solutions that can make the project manager able to make proper optimization of all the accounting databases and the fanatical databases. As stated by Bamfo-Agyei, Hackman & Nani (2015), for commercial project construction, Red Team is highly recommended software that maintains proper coordination between account as well as financial databases with the other aspect that allow project manager too highly involved in marinating reliability and relevancy of the construction project. As stated by Pharne & Kande (2016), Red Team cloud software is important in case of the construction work which can be implemented by the project manager to manage different construction aspects such as preconstruction, project Management, Gantt Scheduling, equipment management and accounting. Therefore, in this context, construction project of Presbyterian Church can be improved and triggered towards its objectives by installing the software which make the construction team to use this software for maintaining proper technical communication as well as collaboration online through sharing and creating the posting, contracting documents, posting updates and monitoring performance. .

eSub Construction project

eSub makes the project managers efficient to make proper coordination between the office and the construction site at a real-time (Mir & Pinnington, 2014). Along with the power grid, this software allows the project team and the project manager to send the screenshot of technical drawings, annotations and project databases which can be used by the team members to make possible coordination among all the construction workers. In this context, team members, as well as the project managers appointed into construction site at Presbyterian Church in Ghana, can install this subproject software which would make them able to make possible connectedness with the stakeholders and reduce the time needed to complete the entire work (Hwang, Zhao & Toh, 2014). This software makes the staffs and construction managers able to do not chase down the RFIs, insurance documents, contract and orders by making the proper consistency of moving the project towards its final destination to finish the project in a well-organized manner. It is important for all the staffs to understand the weaknesses and strength of the projects and construction planning which is important to make possible reformation in the entire project planning. According to Mok, Shen & Yang (2015), as construction project of Presbyterian Church is experiencing huge delay in finishing the construction work, it needs to install eSub software which makes all the project team members able to store, create and access all the projects from the mobile device. Team members can annotate from their construction field and capture photos which can be sent to the project manager instantly to make effective collaboration among the team member. According to Ngacho & Das (2014), the eSub software also makes the team members able to work by downloading the online mobile application enabling the construction project team of Presbyterian Church to update as well as documents the entire project database. As per Serpella et al. (2014), By using this software, team members can communicate with each other more quickly in a well-organized manner which not only affects the productivity of the organization but also impacts on the overall performance of the construction workers at the construction site. By discarding the chances of chasing down of different orders contracts, current project plans, RFIs and insurance documents, the employee can make them able to understand the effective coordination with the construction team’s members which is important to enhance the betterment of the project. According to Zohar & Polachek (2014),by installing this software, team members at construction work make offline work process which makes them able to understand the strength and weakness of the work thereby handling the requirement of construction work. By locating proper project address and dealing with other key elements through utilization of this software, the construction workers can improve the performance level and effort of all the team members.

2.5.2 Improve project plan with huge data:

As stated by Kärnä & Junnonen (2016), a construction project can be easily handled by increasing its productivity and performance level by reforming as well as restricting of the project outline. In this context, the project manager at a construction site of Presbyterian Church can easily understand flaunts and drawbacks of the project planning which is responsible for the project delay. As per Gudienė et al. (2014), reformation of the project plan can make team members and project manager of this construction site evaluate the entire project decryption end-to-end for analyzing the requirement and expectations of the construction project. It is important for all the team members to make apparent knowledge about project progress and project requirement, which is possible only by making good project planning that make the project managers as well as team members to maintain possible collaboration among all the project aspects.

Maintaining as well as improving proper database is one of the major steps involved in project planning. As per Prakash & Nandhini (2015), by marinating, storing and accessing possible project construction databases, team members can input all the information related to the projects in one relevant model that can be followed by all the project managers and construction staffs, thereby making huge gain as well as productivity of the construction work. Contractors at the construction site in Presbyterian Church in Ghana can easily make proper analysis and evaluation of the previous database to identify as well as eliminate all the barriers and drawbacks of the project planning. As per Serpella et al. (2014), by developing the useful matrices, project managers and contractors can easily maintain the accuracy as well as relevancy of the project outcomes that would make the project staffs to enhance their performance level.

2.5.3 Improve training in construction productivity and promote job site experience:

For elevating the performance level of construction work it is important for the contractors to transmit the construction supervisors which is essential to involve them in high-quality construction work. As stated by Shen et al. (2015), contraction supervisor has the ability to break or make a job with their potentiality and experience. Contractors have to ensure that all the workers who are appointed to the field are well-experience and able to deal with all kind of construction work. In this context, the contractors at the construction site of Presbyterian Church in Ghana need to train their supervisors and staffs to make them able to understand the way to deal with various technical aspects and equipment. In most of the cases, contractors train their staffs and supervisors on how to operate different technical types of equipment to run the project in a consistent manner.

As stated by Obeidat & Aldulaim, (2016), it is important for the contractor to train the supervisor not only in handling different technical types of equipment but also in putting their best effort to increase the productivity as well as betterment of the project. supervision at the contraction site is responsible not for the checking day-to-day process but also in maintaining a high level of coordination among all the entity associated with the construction work. Completion of the construction project in a well-organized manner has some milestones, which supervisors and project developer need to recognize and implement. As per He et al. (2015), it is important for all the supervisors to meet the entire project milestone on a proper time schedule to use all the organizational resources to finish the entire task within the allocated budget. In this context, the contractors and supervisors in Presbyterian Church construction project, must be well trained to handle the entire construction task by incorporating new ideas and thoughts, managing inner conflicts among the staffs, maintaining as well as storing all the technical database regarding the construction work and reducing changes of project delay by utilizing all the possible resources to accelerate the project growth.

2.5.4 Increased use of the prefabrications

As stated by Kärnä & Junnonen (2016), prefabrication is the process used in the construction industry to assumable all the important components of the structure in a factory as well as in other manufacturing sites. It is one of the important and conventional transportation process used by the project managers to transport different essential materials into the construction sites. By using this method, contractors and project managers in Presbyterian Church construction project can prefabricate all the essential technical elements at the construction site without a delay instead of building them each from the construction site. According to Gudienė et al. (2014), prefabrication leads to re-education of the cost and improve the quality by making the team members able to use highly efficient elements at the construction sites which accelerate the completion of the project. It is important for all the staffs to become well-trained into transporting the essential elements from other construction sites to another providing safe and secure way of getting the best materials that can be used at the construction sites to gain better productivity. For increasing the quality as well as performance level of the project, it is important to make possible cooperation among different entity (Serpella et al. 2014). Prefabrication makes the construction team, able to get the high quality. In this context, Presbyterian Church construction work can be grouped into a different entity to accelerate the project completion. Prefabrication would make the supervisor as well as the contractors to make the possible collection of different important components from the other construction site that would be relevant to the requirement of the construction work. As per Ngacho & Das (2014), prefabricated parts of the equipment used in the construction site can be called as subassemblies which are important to use all the possible equipment into the one model to enhance the efficiency as well as the quality of the equipment. Prefabrication can reduce the time schedule allocated for completing the construction work thereby making the team member able to meet all the criteria for promoting the betterment of the construction project.

2.5.5 Improvement of the safety training:

Accidents can be the primary causes of any type of project delay as well as a cost overrun. As stated by Hwang, Zhao & Toh (2014), contractors required to conduct more safety training program to train all their staffs, project managers and project team members for engaging them in adopting proper safety methodologies to maintain proper safety and security while working at the construction sites. It is important for the staffs to maintain possible communication with all the staffs to understand their efficacy and experience that can be implemented to maintain possible safety within the organization. There are different outdated safety measures that are ineffective, therefore contractors require to consistently implementing innovative as well as new methodologies into the construction work to enhance the productivity and reduce all type of risks as well as liabilities (Mir & Pinnington, 2014). Provide strong awareness curriculum and raise more awareness safety can make the contractors at Presbyterian Church construction project able to know about the fact that how they can maintain the project safety and security while performing in well-organized manner. Therefore, it is important for the construction project, that contractors would not only provide training to the staffs but also they would provide up-to-date knowledge to the staffs for making them aware of what type of construction equipment can be used in the instruction sites to accelerate the completion of the work.

2.5.6 Effective communication

As per Bilbo et al. (2015), it is obvious that productivity is the important aspect of the construction site that should maintain Inn consistent manner to the project objectives. However, contractors need to shift project dynamic by making possible communication about the importance and usefulness of productivity for the entire team. The contractor can better communicate with the construction team and project managers to make them understand the actual aim of the project. In this context, contractors at the Presbyterian Church can make clear interaction with all the staffs and supervisors to enhance the involvement of all the staff in meeting the project goal (Sinesilassie, Tabish & Jha, 2017). Communication would make contractor able to understand the strategy and weaknesses of the team and can take effective stapes such as training, self-assessment program and regular conference to enhance the expertise and efficacy of the team member to deal with various difficult tasks. As per Demirkesen& Ozorhon (2017), by making possible interaction with the staff and project managers, contractors, it is possible to manage all the conflict among the team members as well as project managers and supervisor regarding job procedure and construction. In addition to this, effective communication is one of the important ways that makes the construction staffs able to share their decisions and thoughts regarding the construction project.

2.5.7 Proper talent management at a construction site:

According to Sinesilassie, Tabish & Jha (2017), talent management is one of the sensors as well as important issues in a construction site, which enhances the productivity and chances of the betterment of the construction project. Contractor at Presbyterian Church construction site in Ghana needs to find out best people with high skill and proper experience at construction field. It is important for all the staffs in the construction site to have the possible intelligence and the excellence to deal with a various complicated task which would accelerate the growth and performance level of the task. Staffs must have strong skill as well as the proper mindset to put their best effort into the task to deal with all the complicated construction aspects. As per Memon, Rahman & Jamil (2014), in this context, it can be started that project manager and contractors at Presbyterian Church construction site can take the autonomous system to provide all the staffs with enough power and freedom to use their expertise and experience to deal with the complicated task. However, contractors need to maintain proper supervision on each of the staffs to discard chances of misuse of the power and opportunity thereby making the construction framework free from all types of the conflict and controversies. As per Leong et al. (2014), contractors need to involve the staffs to deal with new challenges at the construction site to examine their efficacy and self-confidence, which are the cornerstone of improving the productivity and performance of the construction site. By conducting self-assessment program and official meeting, the contractor would be able to recognize the ability as well as the efficacy of the construction staffs to deal with new challenges. By conducting transparent interview process, the contractor can find out high skills and experienced candidates which can deal with the challenging task. Therefore, it is important for the contractor at the construction site to recognize the strength and weakness of the staffs for making potential workforces that are able to deal, with any organizational challenges.

Chapter 3: Research Methodology

3.0 Overview

The chapter informs about the various research methods taken to execute the study in a proper way. In this section, information about the population and historical background of Presbytery are discussed along with the type of research design, sampling technique, data sources and others methods used in conduction of the research are focused on.

3.1 Population of the Presbytery

At the present in Akuapem Presbytery, the total number of population includes 77,328 in number. The figure represents consists of 8,454 as adult male, 18,053 as adult females, 8,025 as youth adult, 11,567 as youth, 10,771 as junior youth and 20,409 as children who are included in the total population. Moreover, on comparing the current population which is 77328 in number with the previous population of 79698 in 2014, it can be found that in the year 2015 the population at the place grew at the rate of -3%. This finding is a form of key information as it can be proved that the Presbytery was not able to accomplish the expected growth as set by them which is 10% (Akuapem Presbytery Report, 2014).

Year	Total Population	Adult Men	Adult Women	Young Adult (30-40)	Youth (18-30)	Junior Youth (13-18)	Children Under 12
2015	77328	8454	18053	8025	11567	10771	20409
2014	79698	8991	18807	8361	11735	11312	20492
2013	78556	8828	18924	7817	11482	10802	20824
2012	80898	9703	19544	8039	11677	11205	20829
2011	74490	8292	18854	7501	10891	10389	19490

Table 1: Population growth in Akuapem Presbytery in 2011-2015

3.2 Historical Background

The name Akuapem in Ghana is seen to be synonymous in spelling with the Presbyterian Church of Ghana (PCG). This is due to the fact that the place is surrounded by lofty mountain ranges on which the first stop is made by Basel Missionaries who came to the Gold Coast for nearly more than 150 years ago for spreading gospel. As a result of immense success over the years, many indigenous people are seen to be transformed into Christianity to be precise to PCG. Moreover, missionaries and religiously converted Africans are seen to take the task of clergy for spreading gospel to other parts of the Akuapem as well as to the places where the traditional churches are already established. Further, at the same time, many schools are developed and established by PCG to offer formal education to the public.

The PCG is seen to have established many health facilities which made it the third largest only after the government services and healthcare services by the Catholic Church to deliver such facilities within the country. In order to effectively administer proper operation of the facilities in this area, the PCG have decided for setting up of Akuapem Presbytery which is to be headed by a chairperson entrusted to oversee the area’s spiritual development and physical factors. The Akuapem Presbytery is one of the largest and oldest presbyteries of PCG that was established in relation to the first synod of the Keyib church in 1927 to deliver preaching over a vast area. The Akuapem Presbytery presently covers the entire traditional areas of Akuapem, some parts of Akyem Abuakwa and New Juaben. The Presbytery is formed of 23 districts which involve Akropong as its headquarters, Aburi, Abiriw, Adeiso, Adawso, Adukrom, Amonokorm, Coaltar, Asuboi, Koforidua, Effiduae, Mamfe, Larteh, Nankse, Mampong, Nsawnam, Nsulwao, Adweso, Suhum, Tutu and Mile 50. The vision perceived by the Presbytery is to cater and fulfil the materialistic and spiritual requirement of its members.

3.3 Research Design

In this study, the cross sectional descriptive design is implemented by using quantitative technique of research and it has focused on exploring factors causing delay in the construction project of the church. This research was executed with the key aim to create improvements in the construction project by mitigating the delay as well as failure factors which have become a major concern for the construction project (Chan, 2002; Haseeb et al., 2011; Ntiyanzuue, 2011). As mentioned by Creswell et al. (2007), the survey method is used in research as it provides a wider view and information about the social phenomenon occurring in the environment without any form of subjectivism. The positivism paradigm was used as a principle for implementing this design. The quantitative method used in this study for the following two reasons:

To get a desirable outcome as though by the researcher
To get familiar with other studies

The quantitative design involves detailed and well-developed plans to gather knowledge regarding the critical failure and delay factors along with their level of association with the project through use of self-administered questionnaire. Moreover, the design is also used to evaluate the impact of each of the factors on the construction project along with determining recommendations to resolve the delay factors for improving project performance. The instrument used in the study was English as most of the participants are proficient in this language to communicate properly. Further, the few participants who were seen to struggle with understanding English were given the opportunity to translate the information and questionnaires to their mother tongue to assure that the error in data collection is not encountered due to ambiguous reply. The collected data are analysed with the help of statistical tools like regression method to identify the association level and the kind of delay factors affecting the church construction project.

3.4 Variables

In this study, two key variables are focused on which are independent variable and dependent variable. The dependent variables are considered as the success factors related to church construction project and the independent variable is the factors informing the cause of delay in the project.

3.4.1 Dependent variable

In this study, the extent of success that can be received is to be measured in the terms of client satisfaction and project efficiency. According to Ntiyankuuze (2012), Haseeb et al. (2011), and Saleh (2009), success of a project is dependent on effective planning, designing and construction accomplishment according to the specified architectural plan. This is because such a thing results in lower consumption of time in executing the project completing it within the assumed deadline, in turn, obstructing cost overrun and executing the construction as per the anticipated cost and time perceived by the client as well as the contractor. The Project efficiency is studied as a variable, but the lack of sufficient availability of data may result to create hindrance in its examination as a form of dependent variable.

3.4.2 Independent variable

In order to identify the independent variable involved in the construction project of the church, the researcher has thought to use the conceptual framework provided by Odesh and Battaineh’s (2002). This is because the use of this framework is going to deliver effective information for considering all the variables that are responsible for the delay in construction. The conceptual framework informs that total of eight variables is responsible for creating construction project delay. These include:

The client-related factors that involve variables like finances for the project, interface of owner, slower decision-making, creating unrealistic time duration by the owner and others.
The contractor-related factors that include variables such as poor site management, inadequate experience by the contractor, improper and hindered planning, mistakes in construction, using wrong construction methods and delay caused as result of ineffective work management by subcontractors.
The consultant-related factors which include variables such as poor management of contract, unapproved structural drawings, poor preparation of architectural planning, reduced quality control and extent waiting time for approving inspect and test.
The Material-related factors that include variables related to the quality of resources and amount shortage of building materials.
The Equipment and Labour related factors involve variables like shortage of labour supply, the productivity of labour, availability and failure of equipment.
The Contract-related factors involves changed orders, discrepancies of contract documents, mistakes in framing construction documents and others
The Contractual relationship factor that involves key disputes and negotiations developed during construction, inappropriate structure of the organization that links all parties to the project and lack of effective communication among the parties.
The external factors such as climate conditions, regulation changes, issues with neighbours and inappropriate site conditions.

In another study of Muhwezi (2014), the eight factors mentioned are regrouped into four wider categories such as consultant-related, client-related, external-related and contractor-related factors. However, in this study, all the eight variables are focused on and thus the researcher has gone for the categorization of the dates (Odeh & Battaineh, 2002).

3.5 Sampling technique

3.5.1 Population

The study is using probability sampling technique for gathering samples for the research. The simple random sampling is used for selecting third of the districts present in the Presbytery that amount to total of seven districts approximately. This sampling technique was also used to select the needed number of study units which are the church members those are included in the chapel construction project from the identified districts for including in the study sample. Since there are no estimates available, thus the information regarding the minimum number of samples to be involved in the study for its successful accomplishment is to be derived from the research of Mugenda & Mugenda (2008). They inform that a minimum of 50% participants is suitable to be added to the study of the total ascertained population. Thus, to effectively calculate the percentage, Cochrane Sample size formula is to be used which have the following units:

n0 = Z2pq / e2

n0= size of the sample,

Z2= a standard score showing 95% confidence level (1.96)

q= 1-p

e= desired level of precision rate (5%)

n0= 1.962* (.5) (.5) / (.05)2= 385 Study units.

The below mentioned table 2 shows the specifications that are taken into consideration for arriving at the determined study sample size for the research.

Total number of districts in Akuapem Presbytery	Sampled No. of districts in the Presbytery P (1/3)	No. of sampled Church members involved in chapel projects	Sample size
22	7	385/7= 55	385(7*55)

Table 2: Determination of Sample Size

3.5.2 Data Analysis Method

The data collected is of quantitative nature that is used for analysing the regression model which identifies the important delay factors in the project and each of their contributions to the project performance. In order to derive possible association between the project performance and the project team, the Chi-square Test and Cross tabulation are executed.

Serial No.	RESEARCH QUESTION	STATISTICAL TOOLS TO BE USED
1	(1 R 1):	Likert Five point scale, as well as Regression model, is used for determining the key factors of failure and their associated level of importance for the project
2	(2 R 2):	Likert Five point scale, as well as Regression model, are used for determining the significant influence and coefficient of correlation
3	(3 R 3):	Likert Five point scale, as well as Regression model, is used for determining the strategies to be implemented or framed for resolving delays identified in the project to improve its performance.

Table 3: Plan for Data Analysis for the research question

3.5.3 Rights of participants and data sources

In this study, both the primary as well as secondary data sources are applied. As a mode of primary sources, the questionnaires are used as a device for collecting quantitative data. The questions framed are made accordingly that address the raised concerns in the research. The secondary sources which are mainly used include reviewed journal articles from different field of construction projects. The used of mixed data sources provided the opportunity to the researcher to develop an exhaustive data for the study. The secondary sources used act as a guide for the researcher that helped them to put the research execution in the right direction for its successful completion.

3.5.4 Data collection method

The quantitative data collection is used in the study, which is to be done by conducting survey with the helped of questionnaire as mentioned previously. The face-to-face method to deliver information based on the questionnaire is adopted. This is because within the selected population few of the respondents are found to have difficulty in writing and reading. As mentioned by Kumekpors (2002), survey method is preferable for use to collect quantitative data because it creates smaller rapport, effective collaboration to exchange information which is beyond the scope of data collection created in a specific interview. Moreover, by using this method high number of responses can be collected from the participants thus providing opportunity to the researcher to clarify the identified issues related to the study. The questionnaires framed delivered information regarding the delay factors, their likelihood of occurrence and their influence in the project along with strategies to be adapted for reviewing barriers to effective project performance. In the study of Wertz et al. (2011), it is mentioned that questionnaires are used in situations where the researcher ask an open-ended question to develop effective and in-depth knowledge from the responses as well as feelings provided by the participants while providing the answers in relation to the asked question.

3.5.5 Quality assurance of collected data

The development of error in the study is to be properly resolved for efficient execution of the study as otherwise the research information would be treated as unauthenticated and hindered in nature. Thus, to ensure removal of error from this project eight eminent research scientists who hail from the Koforidua Technical University and works under the Computer Science department are chosen. The research assistants are selected from this department as they are seen to have worked in collaboration with student on executing data analysis of various church construction projects before. Further, the students to be selected for collaborating in the study are selected from the second year as they are seen to have effective knowledge about computation by using computer in creating data entry and analysis (SPSS and Stata).

The selected research assistants are trained in the field of developing effective listening skills, probing skills, finding study objectives as well as identifying proper study design for effective data collection. The task mainly allocated to the research assistant is to make data entry of the responses provided by the participants after they were provided questionnaire. The key issues while executing the task was language barrier. This is because the Akuapem Presbytery is composed of diverse communities who communicate in different languages (Akan, Guan, Ewe and Ga). Thus, it is required that at least one of the research assistant have fluency in one of the dominant local languages to easily translate the questionnaire to the participants so that they are able to effectively provide responses to be entered and later used for execution of the study. The Guan language was identified to be the dominant language at Akuapem Presbytery but none of the selected assistant researchers were fluent in the language. Thus, searches were executed for translators who have efficiency in the Guan language. Moreover, training was given to the research assistants and additional staffs regarding the language which resulted the training schedule to extent for five to seven days more than estimated.

3.5.6 Pre-testing of Tools

The questionnaires used in executing the study were pre-tested for ensuring their completeness and reliability related to the study. As asserted by Creswell (2011), pre-testing is a form of device that is used to improve the reliability component involved in the research. In this study, the developed questionnaire is pre-tested on two phases. The first phase involved the pre-testing trial by two colleagues at the Doctoral SMC Management who has the task to ensure reliability and validity of the variables with respect to the conceptual framework of the research. Moreover, at this phase, the assigned individuals were also needed to ensure that the developed questions are clarified and precise in nature. In the second phase, the colleagues were entrusted with the job to select 20 congregants from the two identified congregations that were similar in form to the study area to pre-test the validity of the questionnaire.

3.5.7 Supervision and Monitoring of Field Work

The researcher has undertaken daily supervision and monitoring of activities occurring in the field during the execution of the study. For example, the research assistants are regularly monitored to ensure their efficiency of adherence to the research protocols and supervisions are made so that they are able to execute a complete collection of data. The research acted as the field supervisor and thus undertook the responsibility of quality control check on the field. Moreover, the researcher is often seen to be involved in assessing questionnaire administration to ensure that effective processes are followed in executing the study. In case of lapses, the supervisor in the field effectively communicates with the research assistants to resolve the problem by using collaborative approach. Moreover, as part of monitoring the researcher has also ensured effective execution of careful data editing and cleaning on a regular basis.

3.5.8 Double Data Entry

In order to effectively implement quality assurance measures in the study, two efficient data entry clerks are engaged who are entrusted to enter the data collected during the survey separately so that comparisons can be built regarding any abnormalities to develop effective rectifications with immediate actions. For example, data entry errors during a study are encountered in case responses are not properly read leading to complete reversal of findings. Thus, identification of the error at the right time can be made if data entry is made by two separate clerks as the entries are compared providing opportunity to omit the reversal of findings.

3.5.9 Legal Issues

The assurance of ethical considerations act as a significant fact for the study and thus the following steps are to be taken.

3.5.9.1 Informed Consent

The informed consent was used to provide choice to the participants, whether they like to get involved with study or not. The consent of the participants is collected by distributing forms that inform the aim and objectives of the study along with the possible benefits and hindrances the participants are going to face by involving themselves in the study. The consent form was delivered to those individuals who have the proficiency in English. In case of the participants who are unable to read or understand the consent form are personally read and explained so that they give their consent by understanding the entire situation, they are going to face by including themselves in this research. The consent form at the end has separate column where the signature or thumb impression of the participants are needed to ensure their consent in getting involved with the study. The consent form also provided the provisions to the participants to withdraw from participating in the study at any point of time according to their wish even if they do not feel any negative consequences. However, most of the respondents participated in the study have voluntarily approved to get involved with the research and all the respondents remained attached with the study till the end.

3.5.9.2 Confidentiality

Prior to the initiation of data collection method confidentiality and anonymity of the participants are ensured. The designing of the questionnaires is made in such a way that no names of the participants are highlighted or any of their personal information which could lead to their identification. The data analysis was done by the summarisation of all the information provided by each respondent and thus it becomes difficult to identify the though provided by a single individual thus ensuring confidentiality for all.

3.5.9.3 Ethical Clearance

The clearance of the project is made initially by taking consent from Chairperson of the Akuapem Presbytery in the beginning. An entire proposal highlighting the objectives and study instruments to be used and the way they are to be implemented in the research is produced before Akuapem Presbytery for subsequent survey and approval purpose. In case the approval is given, a consent letter is collected from the Presbytery which is delivered by them to all the congregations who are involved in the study to provide access to the church construction project for study purpose. Moreover, the researcher is also seen to issue a introductory letter to clear any doubt on their identity.

3.6 Summary

The type of research design, data collection method, sampling technique, data quality assurance, data analysis method as well as ethical issues used on the chapter are justified in this part. The theoretical framework developed to act as a strong philosophical underpinning regarding this section and for the rest of the research.

Chapter 4: Data Analysis

4.0 Overview

The research study has the key purpose to explore and identify delays caused during construction in Akuapem Presbytery of the Presbyterian Church of Ghana. The first three chapters are seen to present research questions and have developed theoretical information regarding the study along with the research methods to be used. In this chapter, the data collection is to be done through the use of self-administered questionnaire that would be presented in four separate sections out of which the first section is going to cover the socio-demographic variables of participants of the survey, second section includes discussion of critical delay factors responsible for church construction, third involves the identification of level of impact each factor have on the performance of the church construction project and lastly the fourth section includes strategies to be adopted by the leaders at church so as to improve the project performance. The gathered data is to be analysed by the regression model, cross-tabulation and chi-square test for dependent variables.

4.1 Socio-demographic variable of participants in survey

The socio-demographic variables are analysed to understand the relationship between socio-demographic variables reacted to stakeholders of the church construction and the dependent variables identified in the study. Thus, to execute such analysis information regarding the sex, education, occupation, martial status and other factors are needed to be identified. The knowledge about the following socio-demographic factors is seen to provide effective information about the perceptions, beliefs, extent of knowledge, practices and attitudes of the respondents.

4.1.1 Sex of respondents

The survey involved use of 385 participants out which a large percentage of participants nearly 66% are found to be male. Nearly, 34% of the population selected for survey are females. Thus, it can be observed that gender disparity was deliberately present because it is mentioned that most of the church leaders were males. In another place, in Ghana, it is seen that most of professionals related to construction such as Architect, Civil engineers and others are mainly male. Thus, it can be assumed that forming a group of professionals for the church construction project to work as a team would be mainly male dominant.

Sex	Frequency	Percent
Male	254	66
Female	131	34
Total	385	100

Table 4: Sex of participants

4.1.2 Respondents age

The survey executed shows that nearly 44.7% of the participants are in the age group 41-50 whereas 31.7% are in age group of 31-40 and 13% of the participants are below the age of 30. The least that is 2% of the respondents are found to be above the age of 60. Thus, the age distribution shows that majority of the participants are in the adult age group and only a few are youth. The key reason behind such age distribution is that a person needs to be above the age of 25 for being qualified to be promoted to the church leader. The decision to be taken for executing church project is mainly the responsibility of the church leaders and thus such age distribution lies.

Age (year)	Frequency	Percent
≤ 30	50	13
31-40	122	31.7
41-50	172	44.7
51-60	30	7.8
Above 60	11	2.8
Total	385	100

Table 5: Respondents Age

4.1.3 Marital Status of participants

The survey shows that 77.4 % of the respondents are married and 22.6% are unmarried. Thus, this suggests that wide difference exists in distinguishing younger population from the married population.

Status	Frequency	Percent
Not married	87	22.6
Married	298	77.4
Total	385	100

Table 6: Marital Status of participants

4.1.4 Education level of respondents

The survey of 385 participants showed that 2.6% individuals received no formal education, 2.1% received primary education at school, 7.8% received middle school education, 14.3% received secondary education, 3.6% received technical education and 69.6% received tertiary education. Therefore, it can be analysed that majority of the participants are literate and are able to provide effective information regarding decision-making during construction project planning and management.

Level of Education	Frequency	Percent
No formal Education	10	2.6
Primary School	8	2.1
JHS/ Middle School	30	7.8
SHS/ Secondary School	55	14.3
Voc/ Comm/ Tech School	14	3.6
Tertiary	268	69.6
Total	385	100

Table 7: Education level of participants

4.1.5 Respondents occupation

The survey informs that 88.8% of the participants are employed in some form of jobs while 11.2% are jobless individuals. The survey also revealed that out of the total employed individuals 11.2% are involved with traders, 14.3% are involved with trading, 12.% are artisans, 39.7% works at office in various designations. Moreover, 4.4% are involved in unskilled labour work and 6.8% are involved in framing. Thus, this information suggests that majority of the participants are employed and have the capacity to deploy acquired skills in effective execution of the church construction project.

Occupation	Frequency	Percent
Unemployed	43	11.2
Trading/ Business	43	11.2
Skilled labour/ artisan	48	12.5
Unskilled labour	17	4.4
Teaching	55	14.3
Farming	26	6.8
Office worker	153	39.7
Total	385	100

Table 8: Respondents occupation

4.2 Components of delay in the projects of construction of church

The researcher has the onus for the determination of the parties who are responsible for the construction of the projects of Churches of study for the increase in proper understanding of the delay factors and the responses have been depicted in the below figure.

Figure3: A pie chart showing the key individuals of the Church construction project; the figure makes a demonstration of the persons having the onus of the projects concerning the construction of churches

The Figure 1. makes a demonstration that majority of the 310 respondents that accounts for about 80.5 percent are having the view that the session (the Governing Council of Church) was solely responsible for the project of church construction. A meagre percentage of respondents, around 41 that accounts for 10.6% indicates that the minister who oversees the project while another small percentage, around 34 people summing up of about 8.8% states that project committee has a significant role for the church construction projects. Considering variations in opinions regarding the individuals responsible for these types of projects, it is a significant factor since the elements of the delays are being embedded here. As far as the project is concerned, there needs to be a clarity about the person responsible for the project. The constitution regarding the Presbyterian Church of Ghana dictates about the session that leads to the highest governing body taking all the responsibilities of the construction project at all the distinct levels of the different courts. The findings of most of this session depicts the constitution of the Presbyterian Church of Ghana.

There has been a major concern regarding the question about the person responsible for the project of church construction leads to a conclusion that some of the leaders, engaged in the construction process are unmindful of the fact that this session has some amount of responsibility about the construction process. There can be a lack of information from a minor group but has far reaching consequences. The reason could be the generation of conflicts regarding the owner of the project and the person having the responsibility of the entire construction project. The inability of the determination of this fact at the commencement of the project can have adverse impacts on the reporting schedules of the projects as stated by Fugar and Agyarkwa-Baah, 2010. The accountability is on the governing council regarding the church (session) concerning the person having the responsibility who is treated as the direct representative of God when it comes to the management of the church. The community of the Presbyterian Church of Ghana being preserved in the constitution had handed over the maximum authority to the local session regarding the local governance who stands as the highest level of decision-making. Thus, it can be inferred that any projects being handled at the local level needs to be considered through this session. The processes of lay down are such that the initiation of the session must be through the presentation of a proposal for the sake of a discussion at the time of a meeting of the session. This helps in drawing an inference that any committee formed either for the planning or effective implementation of the project has a relation with the session. There has also been a determination by the researcher that whether the outlined processes of the proposal of a project needs to go through before the initiation of the project. The description of this has been stated in the figure below.

Figure4: The outlined processes that need to be passed for a construction project

From the above figure it can be stated that majority of the total 239 respondents of the research, around 62.1% give rise to a fact that certain processes are present guiding the initiation of projects that are very capital intensive such as construction of church in the form of Chapel, schools, offices and Manse. The proposal is initiated by the session and immediately after the discussion and its acceptance, the management forms a technical committee that provides advice to the session regarding the issues of how, where and when the project is to be implemented successfully.

The project committee was invited by the Session regarding the discussion of the project proposals after the prevailing issues had been addressed. The committee has been made responsible regarding the necessity of observing the outcomes of the implementation of such outlined processes and to formulate the reports in the same manner to be submitted to the Session.

The relatively enhanced respondent percentage regarding the 37.95% which also indicates the 146 of those respondents in the numerical extent, has been indicative of the factor that such engagements can not be governed by any of the established norms. The necessity of commencing any church construction project is minimal. The respondents have been of the notion that once any specific decision could be taken by the responsible minister in charge, then the building committee would be also in a position to commence the tasks further.

In the corresponding study, it has been realized that some churches have the inability to outline the processes that are needed for the commencement of the construction project and it is one of the reasons for the creation of conflicts among the stakeholders involved in the construction management of the church since there is a high possibility of the abuse of power as well as mistrust among the stakeholders. The outcome of these incidents can be the delay of the project.

Taking into consideration of the related issues about the individuals responsible for the construction project of church and the reasons whether any principles are being laid down for the commencement of the project and the keeping in mind the probable consequences that act as mediating variables impacting the delays for the construction. Further exploration of the critical delay factors in the study by the researcher has been conducted and the extent to which each of the variables has considerable influences on the construction of the churches. The involvement includes seven significant aspects on a five-point Likert scale that has a range of 1 signifying strongly disagree to 5 depicting strongly agree. The details have been presented in the table 9.

Table 9: Factors impacting delays in the construction projects of Church

Factors	Strongly agree	Agree	Undecided	Disagree	Strongly disagree	Mean	Std. deviation
Client related	345 (89.6%)	36 (9.4%)	0 (0.00%)	0 (0.00%)	4 (1.00%)	4.89	0.406
Contract related	64 (16.6%)	321 (83.4)	0 (0.00%)	0 (0.00%)	0 (0.00%)	4.17	0.373
Consultant related	114 (29.6%)	120 (31.2%)	40 (10.4%)	81 (21.0%)	30 (7.8%)	3.54	1.317
Materials related	118 (30.6%)	36 (9.4%)	186 (48.3%)	45 (11.7%)	0 (0.00%)	3.59	1.045
Contractor related	226 (58.7%)	73 (19.0%)	11 (2.9%)	30 (7.8%)	45 (11.7%)	4.05	1.408
Contractual related	41 (10.6%)	90 (6.2%)	185 (48.1%)	24 (6.2%)	45 (11.7%)	3.15	1.082
External related	69 (17.9%)	120 (31.2%)	28 (7.3%)	123 (31.9%)	45 (11.7%)	3.12	1.344

From the above table, it has been inferred that around 89.6% of the total respondents strongly agreed that some of the factors relating to the client such as unnecessary interference of the owners, slow decision-making, unrealistic duration of contract and delays in payment were the major delay factors that can affect the projects of church construction. This finding has been at par with Al Kharashi and Skitmore (2009) and Aibinu and Odeyinka (2006) who put the focus on the need of having a realistic duration of the contract as well as the need for taking quick decision as a strategy of averting all suspected delays in the construction process. On the other hand, another group of respondents comprising 9.4% has asserted to the agreement that the factors related to the client has a significant role in the creation of delays of the church construction projects. Further analysis has also given rise to a finding that merely 1% of the respondents have strong disagreement to the fact that client related factors have strong influence on the delays in the projects of church construction.The finding also suggests that there has been presence of delay factors due to the owners of the church construction projects and has similarities with the studies conducted by Al Kharashi and Skitmore (2009) that give rise to a fact that insufficient finance for the completion of a project and slow decision-making by the owners have considerable effects on the delays of completion and this has been reflected in the works of Hemanta et al. (2012). However, the studies conducted by Assaf and Al-Hejji (2006) reveal that delays in the progress of the payment by the owners for the workers, delays in the furnishing and delivering the site of the project by the owners to the contractors, modifications in the orders made by the owners at the time of construction as well and late revision as well as approval of the design documents by the owners of the projects impacts the delays of the construction projects.

The contractor related factors can be considered as a critical variable that influences delays in the construction of the churches. A study has revealed that around 16.6% of the total respondents strongly agree that the factors relating to the contractors have a significant role for the occurrence of the delays in the construction. A very high percentage of respondents, around 83.4% have confirmed that certain factors such as inappropriate planning by the contractor, poor site management, inadequate experience of the contractor, mistakes committed during the construction of the churches, improper methods of construction and the diverse types of delays caused due to the sub-contractors that can have a long-term effect and affect the work of the contractors in these types of projects. The survey stated that not a single respondent strongly disagreed or disagreed to the fact that the factors related to the contractors that have important roles for the delays. The findings of the study conducted by Aibinu and Odeyinka (2006) revealed that some contractor related aspects such as problem of maintenance, equipment breakdown, problems of scheduling of the activities, poor planning of the activities and delays on the part of some of the contractors have become concerns for the owners and contractors and impacting them in a negative manner for meeting the schedules of the project. On the other hand, Al-Khalil and Al-Ghafly (1999) also vented their support for the fact that poor management from the contractors as well inadequate manpower are the factors responsible for impacting the success of a project. Another study having a relation with the previous one, conducted by Al Kharashi and Skitmore (2009) gave rise to a fact that lower qualification of the workers and technical staff of the contractor, improper management of the construction site and poor supervision of the supervisors are some of the challenges that the project contractors are confronted to and are considered with importance for the projects.

There is another delay factor that has been identified for the construction of the churches is the factor related to consultation. Most respondents (29.6%) has stated that consultant related factors play a significant role for the creation of the delays in the construction projects. This segment gave an indication that poor management regarding construction is a major factor for concern in project management. Apart from this, there are other causes such as poor measures of quality control, elongated waiting time and poor drawings are regarded as critical factors leading to delays in the construction of the churches. On the other hand, another category accounting to 31.2% have asserted that the consultant related factors are also considered within the factors responsible for the projects of church construction. It has been noted that 10.4% respondents were unable to decide whether the factors of this category are really having any impacts on the projects of Church construction. 21% of the respondents expressed their disagreement for the fact that consultants are not responsible for the delays. Again, 7.8% have shown their disagreements for the same view and the probable reason for this is that the consultant has no ways of making the delay once the client becomes ready with respect to financial commitment. Majority of the respondents either agree or strongly agree to the fact that the delays in construction are primarily caused by the consultant related factors that have been reflected in many studies (Aibinu and Odeyinka, 2006; Assaf and Heiji, 2006; Al-Karashi and Skitmore, 2009) that provided indications that incomplete designs or drawing related to constructions, inadequate supervisions of the owners and late issuance of instructions have considerable impacts on the working schedules of the consultants that are responsible for the occurrence of the delays in the project related to construction.

When it comes to the factors regarding materials, around 48.3% were unable to decide whether shortage of materials or inferior quality of materials are responsible for causing the delays in the construction activities. On the contrary, around 30% respondents have strongly agreed that the factors related to materials can cause some amount of delays in the progress of the construction of churches. It has been observed by them that the clients supply the necessary materials that are relevant for the construction of most of the projects and if there is any discrepancies regarding the supply of materials by the clients because of the financial constraints, the project ceases to initiate. A very meagre percentage (9.4%) of all the respondents have asserted to the fact that material related factors need to be considered with importance by the workers and owners that can cause serious delays in the construction projects regarding churches while there has been disagreement on the part of about 11.7% respondents for this notion.

There has been the presence of another delay factor as per this study that is the contractor related factors with respect to discrepancies and commitment of mistakes along with poor orders. Again, 83.7% respondents have conformed completely to this notion while 19% of the respondents feel the delay factors of this category have become the major concerns for the owners as well as the contractors for effective management of the construction activities. A minor percentage (7.8%) of the respondents have displayed their disagreement to this notion while 11.7% have strong disagreement to the fact that the mistakes of the contractors as well as discrepancies most of the time are regarded as trivial defects where corrections can be made within a very short time and do not have significant contributions to the construction of churches. The studies conducted by Assaf and Al-Heijji (2006) have revealed that the factors related to contractors are grave factors for delay in the projects and the reason is the ability of the contractor for proper funding of the project, conflicts between the different parties such as consultants, owners and contractors and rework because of errors at the time of construction.

Taking into consideration the factors relating to contracts between the different parties that are responsible for the occurrence of the delays in the construction activities, as high as 48.1% respondents were not sure about the role of this factor in creating the delays for the projects. On the other hand, a very small percentage of people, nearly 10.6% have strongly asserted that some of the factors such as improper hierarchy and structure of an organization as well as poor negotiations between any of the parties involved the entire construction project, may lead to delays. Again, 6% of people have agreed to the earlier notion that factors relating to contracts can cause delays in the progress of construction. In contrast to the previous assertion that contractual factors are responsible for the delays, a minor percentage of people gave their opinions against this notion that most of the churches do not have the will to engage in major clashes and makes it a point that diligence is ensured before a contract is signed. It has also been explained that the church located at the head office has a legal desk that helps in the process of scrutinizing and advising about the contracts in which the parties need to enter before signing any major ones. This study is at par with the work of Murali et al. 2007 on diverse types of delays that have association with the disputes regarding contracts. Murali et al. 2007 noticed that disputes among the parties involved in the construction regarding contracts can be treated as one of the major sources of the creation of delays in construction process. This can be due to poor communication among the parties involved in a project such as clients and contractors that leads to the creation of disputes, conflicts and misunderstandings. Murali et al. 2007 also focused on the need of effective communication skills on the part of the project managers that is a part of the soft skills relevant for the management of a project.

Some of the external factors that have considerable impact on a construction project are modifications in the policies of the government, poor weather conditions, changes in the administrative procedures and problems with that of the neighbours and cause delays according to 17.9% of the respondents of the survey. On the other hand, another set of people comprising 31.2% have asserted in favour of the earlier notion while 31.9% were against this assertion that external factors comprising changes in the policies of the government or regulations and harsh weather are responsible for the occurrence of delays. The base of this disagreement is that a good contractor must take into consideration factors causing poor weather in the planning process and taking decisions on the activities to be executed in the rainy season as well as in the dry season so that the contractor can work properly all the year round. The category of respondents who are having strong disagreement, this happens when the contractor is having least control over the different external factors that are the sources of delays. Poor conditions of the construction site can be treated as a significant factor causing delays including poor weather. The fact from the corresponding study that enables some of the respondents to strongly disagree that external factors are responsible for bringing about the delays in the construction process, this has been at par with the study conducted by Aibinu and Odeyinka (2006) who researched about strikes, disputes among the labours, government regulations, civil disturbances and late issuance of permit for the construction by the government are considered as significant factors that lead to delays in these construction projects. The study conducted by Aibinu and Odeyinka (2006) is in congruence with Iyer (2015) and Gündüz et al. (2013) that demonstrated that severe climatic conditions at the construction site, hostile economic, social and political environment are the key factors that contribute to the delays in the construction.

Table 9. on the other hand, makes an illustration that standard deviation and mean of the stated variables bringing about the delays in the construction projects of church. The client related factors (mean- 4.89, S.D.- 0.406) that have been revealed as the factors for delay have the greatest impact on these projects. Other material related factors having mean of 3.59 and standard deviation of -1.045 followed by factors of consultant (mean- 3.54, S.D.- 1.317) and the contractual related factors (mean- 3.15 and S.D.- 1.082). The mean of the external factors is 3.12 and the S.D. is -1.344.

The proper application of descriptive statistics for the determination of the delay factors in church construction, intensive research has been done for this determination by the researchers that can cause delays in the projects. The simple regression analysis is done for the determination of factors that are also responsible for the delays. Apart from these analysis tools, the “t” statistic” was also used for the determination of the extent to which every independent variable contributes to the delays. Seven critical factors have been involved on a Likert five-point scale that ranges from 1 for strongly disagree to 5 implying strongly agree. The description of the table has been provided below.

Table 10: Critical delay factors affecting project of church construction

Model	Unstandardized Coefficients		Standardized Coefficients	T	Sig.	95.0% confidence interval for B
Model	B	Std. Error	Beta	T	Sig.	Lower bound	Upper bound
(Constant)	-2.224	.600		-3.707	0.000	-3.404	-1.044
Contractual related factors	.510	.055	.392	9.303	0.000	0.402	0.618
External factors	-.567	.041	-.542	-13.714	0.000	-0.649	-0.486
Client related factors	-.326	.093	-.094	-3.514	0.000	-0.508	-0.143
Contract related factors	.923	.104	.243	8.880	0.000	0.718	1.127
Consultant related factors	.404	.034	.378	11.898	0.000	0.337	0.471
Material related factors	.767	.048	.569	15.889	0.000	0.672	0.861

Dependent variable: Contractor related factors

From the above table, it can be deduced that the delay factors have outsized influence on the delays in the construction of the churches since the respective p-value is less than 0.001.

For the resolution of the critical factors the “t” was used in creating the ranks. Based on this ranking, the most critical factor impacting the material related factors (β= .569 and the p is less than 0.001). It was then followed by the consultant related factors (β= .378, p is less than 0.001), factors regarding contracts (β= .392, p<0.001) and (β= .243, p<0.001), factors related to clients (β= -.094, p<0.001) while the external delay factors have the least effect where β is -.542 and p is less than 0.001.

Further research has been conducted by the researcher for the rankings of the delay factors with the help of “t”. It was deduced that the most critical delay factor as per the rankings of “t” is the consultant related factors where the value of t is 15.889 being followed by contractual factors (t=11.898) while the external factors having the least value of t= -13.714.

It has been indicated from the delay factors in the study that all the factors that have been identified to be responsible for the delay are consultant related, client related, contractual related, material related, contract related, external related factor and contractor related factor. There is a need for the effective planning as well as synergy among the stakeholders that have active involvement in the construction project such as owners, workers, contractors, client and so on. The reinforcement of a good collaboration among the internal as well as external stakeholders would lead to the fostering of harmony and reduction of fair amount of delays. Again, Elmer (2011) has put the emphasis on the need for creating stronger interpersonal relationship among the different stakeholders involved in the entire construction process for the sake of motivating the leaders of a team and his subordinates in finishing the construction process within a specified time and accomplishing the objectives of the clients. The findings of Elmar (2011) provides support to the notion that there is always a need for an effective leadership for proper management of a project who can anticipate any problems that can occur at the time of construction and formulating strategies for the aversion of the problems beforehand.

The corresponding study has revealed that although all the factors that have been considered are critical for influencing the delays in the church construction, the factors related to the supply of materials for construction have the most effect on the occurrence of delays. This factor is having a direct relation with the availability of material before the construction as well as the cost of the materials. There can be situations where there will be no accurate provision for the effective implementation of the entire construction project, these projects suffer considerably due to unavailability of construction materials at the right time and at the right quantity. This occurs due to improper planning on the part of the leaders and to raise the adequate funds for the procurement of the materials for the anticipation of the delays that demand effective planning at the initial stage of the project as well as deployment of resources needed. The client of a project should be provided with a clarified perception about the cost of construction of a church or a building and whether they can provide the money for smooth construction of these types of projects. A contingency plan needs to be ready every time if there are inadequate funds and can be implemented to raise the funds for quick procurement of materials at any moment without delays.

The study has also discussed about a delay factor that is having a negligible effect on the delays of the church construction. This includes the external related factors such as labor disputes, slow permit issued by the government and severe weather conditions. There is a very less chance of occurrence of these factors and this is the reason why the probability is so less. The issues of severe weather such as impact of hot weather on the workers and activities of construction as well as impact of rain on the progress can be controlled and managed such that the construction process can be progressed in the dry season to mitigate the effects of rain. This is because incessant rain can cause damages to the buildings. On the other hand, during the summer, the workers need to progress their work of construction under the scorching heat of the sun and negatively impacts the works. The owners plan to initiate the work of construction from the early morning, giving frequent breaks in the middle and continuing the work till late afternoons or night.

Again, the studies of Aibinu and Odeyinka (2002) have shown that though working during the night time is preferred by most of the owners, the cost gets higher with respect to providing inputs for arrangements of lights at night and considering other allowances to compensate the workers for giving efforts for extra hours. However, Olawale and Sun (2010) studied and the findings had a synchronization with that of Aibinu and Odeyinka (2002) that stated that despite the presence of unpredictable weather conditions for the major delays in the rainy seasons, improved state of art technology and equipment as well as better planning on the part of the owners and contractors can make this factor a trivial one.

According to Olawale and Sun (2010), there has been a setback related to the availability of the equipment of the state of the art and its knowhow. The advanced technologies that are relevant and critical for coping up with the severe weather, especially in the rainy season are not utilized properly in most of the developed countries. The reason is the excessive cost and can erode the profit margin accrued from the construction project. There is an urgent need for the application of advanced technologies by the contractors that can become beneficial in severe weather for anticipating the delays in the rainy season. One effective solution in this scenario is the for the clients to search for potential contractors who are having the relevant resources for perfect construction of the churches to work for bad as well as pleasant weather and in every season.

It can be concluded that the mentioned seven key factors for delay have been identified as critical for the occurrence of delays in the projects of church construction taking into consideration the most significant factor regarding material that includes lack of adequate quantity of materials for the construction processes and the factor impacting the least is the poor weather conditions.

4.3 Impact of delays on construction project of Presbytery Church

The impact of delays in construction actually carries a ripple effect on the project’s stakeholders and parties and sometimes the citizens of the country where the construction is made. Thus, for determining the extent of impact each of the delays has on the stakeholders of the project, the researchers in this study have performed a survey on identifying the influence of delay on the construction project of the church. The respondents involved in the survey were asked to rank their views on the 8 questions provided to them referring to the impact of delay in church construction. A Likert Five point scale is used to range the responses where 1 is strongly agreed and 5 means strongly disagree. A summarization of the results is provided in Table 11.

Effects	Strongly agree	Agree	Undecided	Disagree	Strongly disagree	Mean	Std. deviation
Time overrun	355 (92.2%)	0 (0.00%)	30 (7.8%)	0 (0.00%)	0 (0.00%)	4.84	0.537
Cost overrun	327 (84.9%)	28 (7.3%)	30 (7.8%)	0 (0.00%	0 (0.00%)	4.77	0.577
Disputes	124 (32.2%)	43 (11.2%)	194 (50.4%)	24 (6.2%)	0 (0.00%)	3.69	0.992
Abandonment	41 (10.6%)	192 (49.9%)	107 (27.8%)	45 (11.7%)	0 (0.00%)	3.59	0.830
Suspension of other projects	258 (67.0%)	99 (25.7%)	28 (7.3%)	0 (0.00%)	0 (0.00%)	4.60	0.622
Bad public relations	136 (35.3%)	109 (28.3%)	140 (36.4%)	0 (0.00%)	0 (0.00%)	3.99	0.848
Litigation	116 (30.1%)	71 (18.4%)	51 (13.2%)	87 (22.6%)	60 (15.6%)	3.25	1.477

Table 11: Influence of delays on construction project of the church

[Dependent Varibale: Time Overrun

Time Overrun is used in the research as a form of dependent variable (the predictor) against all other impacts, therefore it would not appear in the part involving revolving variables as the selection of the variables are made based on the siginfgicance level (p-value)]

The table 11 in the study shows that 92.2% of the respondents in the survey strongly agreed to the fact that time overrun is a key influence which is associated with delays executed in construction project of the church. The respondents with the viewpoint of time overrun mostly referred that the church construction which is promised to be completed within two years are often seen to remain incomplete beyond the estimated time frame. This is also seen to be evident in case of Akuapem Presbytery because a preliminary study in the place informed that the congregations who are involved in the planning of the chapel construction though determined it to be completed within five years but was seen to take ten years and more for its completion. Thus, this finding is also consistent with the fact identified in the reviewed literature by Murali et al, (2007) and Aibinu and Jagboro(2002) that contractor-related, as well as client-related factors like inappropriate owner interference and reduced experience level of contractors, have great influence on creating time overrun in the project. In this survey, it has been seen that none of the respondents has disagreed to the fact time overrun is an issue in church construction project.

The other impact of delay is identified to be cost overrun. This is evident because nearly 84.9% of the participants strongly agreed to the fact during the survey. Moreover, 7.3% of the respondents are seen to have supported that extended project delays are the key reason for raising the cost of the construction. However, the underlying reason behind the rise in cost with time is inflation. The finding is seen to be consistent with Koushki et al., and Wiguna and Scott(2005), who identified that reasons behind the underlying cost overrun are improper designs, high material cost, high inflation rate, frequent changes in design planning and bad weather condition. Any of the participants involved in the study did not disagree with the information that cost overrun is an influence associated with delays in construction of church.

The dispute is another reason behind delay in construction project and this is evident because 32.2% of the respondents are seen to have strongly agreed to the fact. Moreover, another 11.2% of the respondents are seen to have agreed to the fact, but 6.2% of the participants in the survey have been seen to disagree that disputes create an influence of delay in projects. The disputes are often raised because in churches during construction project it is seen that all the members of the church do not engage in diligent activities when the contract is at first taken. This is evident because in Presbytery Church construction it is also seen that a single legal desk is created for providing advice on all forms of contractual obligation related to the church construction. In the survey, 50.4% of respondents were seen to remain undecided regarding the fact whether or not disputes do have an impact on delay in church construction. This is because according to them since all the partners, as well as members, are drawn from the church, disputes cannot rise because people related to the church are harmonious and pleasant in nature who do have a common thinking. In relation to disputes, though few respondents disagreed neither of the participants was seen to have strongly disagreed with the fact that disputes delays in church construction.

Nearly, 49.9% of the participants are seen to have agreed to the fact that abandonment of projects occurs due to unnecessary delays in church construction. However, 27.8% of respondents were seen to be uncertain regarding the fact that abandonment occurs as a result of project delay and 11.7% of participants were seen to have shown disagreement regarding the fact. The results also showed that neither of the participants strongly disagreed that project abandonment is caused due to project delays. The findings that abandonment of project is caused as a result of unnecessary delay is evident because in the reviewed literature it has been mentioned that contractor-related delay, client-related factors, consultant-related factors and others do contribute to creating abandonment due to unnecessary steps in project.

The other impact of project delay is found to be suspension of other construction projects. This is evident because 67% of participants reported that no two big construction projects can run at the same time and no new project are possible to be initiated in the middle of executing another major construction project. This information is based on the information that congregation did not have enough funds at the same time. Moreover, 27% are seen to have agreed to the fact that delays are experienced in construction project due to suspension of other projects. Thus, the finding informs that no new project can be initiated at the same time when another major project is going on.

The bad public relations also contribute to the delay in construction project. This is evident because 35.3% of the respondents have strongly agreed to the fact that inefficiency of a church to accomplish its construction within the estimated schedule leads to their negative image among the masses because the public feels that their hope to attain the religious place to worship is shattered. The survey reports that 28.3% of the participants have also agreed to the fact and have mentioned that this creates stress on the church management regarding how fast they can arrange the church construction to avoid bad public relation. However, no participants are seen to have disagreed with the fact that bad public relations do not affect project delay in church construction.

The table shows that 30.7% of respondents have reported that when disputes between the stakeholders related to church construction cannot be resolved in any way litigation comes into way. This assertion is also seen to be agreed upon by 18.4% of participants where they further informed that churches refrain to develop litigation and in turn moves to the court for resolving the disputes. For example, in case a contractor after collecting project fees abandons the site without any specific reason it compels the owner or the offending party to seek help from the court to resolve the dispute. However, another group of 22.6% participants showed disagreement to believe that litigation creates delay in construction. This is because according to them litigation is a rare phenomenon and when it is framed it takes immediate steps to resolve the dispute so that the image of the church is not hindered. Thus, there remains a confusion regarding whether or not litigation does have an impact on project delay. Therefore, the extent of its influence is further assessed on the below-mentioned table along with the extent of influence of another impact of delay discussed previously.

Model		Unstandardized Coefficients		Standardized Coefficients	T	Sig.	95.0% Confidence Interval for B
Model		B	Std. Error	Beta	T	Sig.	Lower Bound	Upper Bound
	(Constant)	1.524	.037		40.773	.000	1.451	1.598
	Cost overrun	1.092	.005	1.174	203.048	.000	1.081	1.103
	Disputes	.032	.007	.059	4.782	.000	.019	.045
	Abandonment	-.121	.006	-.188	-19.322	.000	-.134	-.109
	Suspension of other projects	-.354	.006	-.411	-57.712	.000	-.367	-.342
	Bad public relation	.084	.003	.133	28.051	.000	.079	.090
	Litigations	-.253	.006	-.555	-44.713	.000	-.264	-.242

Table 12: Effects significance in construction project of church

The table shows that each of the identified influence of project delay is significant as their p-value is less than 0.001. On the basis of ranking, the extent of significance of each variable is identified through evaluation of β value. The highest β value reported is of cost overrun (β= 1.174, p< 0.001) which is then followed by bad public relations (β= .133, p<0.001), disputes (β= .059, p<0.001). The later factors which are significant and ranked next to these are total abandonment with β= -.188, p<0.001, followed by litigation (β= -.411, p<0.001) and lastly suspension of projects (β= -.555, p<0.001).

The determination of the variable with most significant impact the use of “t statistics” is done so as to effectively rank the identified variables. On analysing t-statistics it has been found that cost overrun in the most significant impact on project delay with t-value 203.048, followed by bad public relation with t-value 28.501, then dispute with t-value 4.782, abandonment with t-value -19.322, litigation with t-value -44.713 and the least significant being suspension of project as its t-value is -57.712 which lower than all other t-value of variables.

The table reveals that there are overall seven key impact of which are associated with the delay in construction project of the church. Moreover, it is also found that each of the identified variables contributed negatively to influence the construction project. The greatest impact identified was cost overrun which means that a higher amount of finances are required to be spent in completion of the construction in comparison to the estimated amount. This excess expenditure is seen to create vital inconvenience in executing the project as all the parties involved in the construction experiences abnormal loss of money that was beyond their expectation creating the financial crisis and this information is linked from the reviewed literature of Sambasivan and Soon (2007). The cost overrun not only hinders the construction project but also creates a negative image of the contractor in the client's perception because they lose confidence in the execution plan framed by the contractors (Mbachu andNkado, 2004). The underlying factor which creates cost overrun in construction is inflation because due to this prices of products gets increased, resulting to contribute in raising the overall cost. Moreover, in the study of Koushki et al. (2005), it has been reported that cost overrun is directly related to contractor-related issues, material-related problems and the construction owner’s monetary constraints. Thus, effective planning and focus are required to be implemented in regard to these factors so that cost overrun can be properly mitigated.

The bad public relations are the second most significant influence in church construction and this is evident because without effective relationship with the public the plan for construction church is baseless. This is because church is seen as a place of social gathering for offering prayers to the god and thus if the building’s construction is not supported by the public then it leads to dispute in public regarding the project. The disputes are also seen as the next significant factor after public relation that impacts on project delay. The disputes create hindrance in project execution because no collaborative decision making can be done in executing the construction. Moreover, as a result of dispute, coordination which is one of the keys to accomplish construction project is not fulfilled. The coordination is required because without coordination teams working on the project do not know what they need to perform next from their part for systematic execution of the construction.

The abandonment remains a low key influence on church construction project because rarely it has been seen that churches are left abandoned. This is because people feel that abandonment of church constructed is disrespecting god and this information is derived while in reviewed literature and information provided during survey. The litigation is the next variable of project delay which is not much significant because disputes developed in churches often are not resolved with ligation but the matter is taken to the court. The suspension of other projects is least influential in church construction delay as seen from the t-value and thus requires not much focus. Thus, it can be concluded that delays in church construction do have an effective impact on the construction itself along with the stakeholders related to the project with the main impact being cost overrun while the least impact is of suspension of projects. Therefore, a effective policy and planning are to be developed so that impact of cost overrun can be mitigated from the church construction project.

4.4 Strategies to develop efficiency to execute church construction project

The key purpose involved with project management is to accomplish objectives and goals through the schematic expenditure of material that is required to meet the construction project's cost, quality, time, scope and safety requirement. This, it is the prior requirement of the project manager to control and mange the project purpose effectively so that any delays influencing the construction can be mitigated to create success (Udosen and Akanni, 2010: PMBOK guide, 2013). In this part, the researcher has explored various possibilities that are required to be implemented to resolve negative influence of delays on the project. The possibilities are identified by soliciting the responses provided the participants. The data collected in this respect included eight framed questions that are valued on the basis of Likert Five point scale. The results gathered are prorated in table no 13.

Strategies

Strongly agree

Agree

Undecided

Disagree

Strongly disagree

Mean

Std. deviation

Empower the session to supervise the construction project

385 (100%)

(0.00%)

5.00

0.00

Form a Building Committee e to plan and implement the project

152

(39.5%)

203

(52.7%)

(7.8%)

(0.00%)

4.32

0.611

Get a contractor for the project

345

(89.6%)

(9.4%)

(1.0%)

(0.00%)

4.89

0.350

Session should do the initial planning of the project

225

(58.4%)

118

(30.6%)

(6.2%)

(4.7%)

(0.00%)

4.38

0.961

Session should mobilize for adequate funds for the project

256

(66.5%)

23.4%

10.1%

(0.00%)

4.56

0.671

Project Committee e should report periodically on the project

184

(47.8%)

135

(35.1%)

(17.1%)

(0.00%)

4.31

0.746

A consultant is engaged to advise the session on the project

163

(42.3%)

112

(29.1%)

110

(28.6%)

(0.00%)

4.14

0.832

Session should ensure that adequate materials are provided for the project

158

(41%)

(20.8%)

123

(31.9%)

6.2%

(0.00%)

3.97

0.990

Table 13: Strategies to develop efficiency to execute church construction project

The table shows that 100% of the participants have strongly agreed to the strategy that session in church construction project is to be empowered to coordinate and supervise all the duties to the performed during the execution of the project for successful accomplishment. The basis on which this has been agreed upon is that session is the highest court and the last decision-making body of the church at all administration level. Therefore, involving them in direct management and operation of the construction project is vital. The constitution of the Presbyterian Church of Ghana is also seen to enjoin the session to be responsible and accountable for any construction project initiation by congregation. The implication of the following information is that once the session has the knowledge that they are the responsible person in creating successful completion of the project they are seen to go to wider extent to ensure success of the construction project. This is because they know that the failure of the project would lead to making them liable. However, in this aspect it is of key notification to assess whether the session is capable or have the ability to supervise and coordinate the construction project. This is because specific technical and theoretical skills and knowledge is required in project management along with effective practical information. In most cases, it has been seen that though the members of the session has diverse skills but they are not trained or posses knowledge in achieving goals mentioned in the project management. Thus, this leads to question their efficiency of supervision and coordination of the project. The findings made is consistent with Mason (2011) who refers that effective leadership skills and proper vision to lead are the requisite skills to be possessed by a project manager to systematically manage the church construction project. Moreover, it is referred by Mason (2011) that Nehemiah’s methodology and style of leadership is used in restoring the ruins construction in Jerusalem.

The other strategy which is identified to enhance the performance of church construction project is development of Building committee for planning and implementation of the project. In the survey, it was seen that nearly 39.5% strongly agreed to the strategy. Moreover, another 52.7% individuals are seen to report that inclusion of a technical team in the building committee is required to see that effective planning and its implementation is done in the church construction project. Only 7.8% participants were seen to be doubtful regarding the effectiveness of building committee. However, it was also experienced that none of the respondents disagreed with the fact that a building committee is required for smooth execution of a church construction project. The key aim of developing a building committee is to ensure that they develop an operational team who would perform the task to plan and implement the designed project and regularly report update regarding the project to the session. This finding is seen to be related with Brain (2002) where it is informed that after the confirmation of a project decision is required to be made about the way to be used to get the project move from conception phase to completion phase. This needs the choice of the team or consultant who will work along with the Building committee to transform the church project into reality. Thus, it is clear that the Building committee is required to be responsible for identifying consultants, contractors, congregations and others so that effective execution of the church construction project is attained. However, the final choice is to be made by taking consideration from the session as they are the key authoritarian body of the church construction project.

The choice of an experienced contractor for the project is another effective strategy which is strongly agreed upon by 89.6% participants. The other 9.4% have only agreed that getting an experienced contractor for executing the church construction is going to make the work of Building committee of the church easier because the contractor will effectively mobilise all the professionals who are required for church construction project. Moreover, it is seen that none of the participants disagreed with the assertion. In this situation, it is often seen that the Building committee have information regarding the contractor only and no sub-contractors and thus they deal mainly to the contractor directly.

The other strategy to avoid delay in church construction project is mandating initial planning of the project by the session. Nearly, 58.4% participants strongly agreed that it is the duty of the session to identify whether or not to proceed with the construction project or start the project at a later date. Once the initial planning decision is framed properly, the congregation can be informed and the Building committee is framed to see the effective implementation of the plan. Nearly, 30.6% of the participants are reported to have agreed to the fact that prior planning is the duty of the session and not the congregation or other authorities. Nearly, 6.2% of the participants were seen to be uncertain regarding mandating initial planning of the project by the session. Moreover, 4.7% of the participants are seen to show disagreement is accepting the assertion. The basis put forth by the disagreed members was that initial planning of the project can be made by any concerning committee or individuals related to the project and later present it to the session to develop final decision regarding the project plan. The findings made is seen to be in line with Steve (2002) who emphasises that church members are required to ask questions regarding whether or not to develop a church construction project. The author also emphasised that it is important to ask as many questions regarding church construction in the beginning. This is because it is seen that the members of the church do not ask valid questions during the initiation of the construction that later results in disaster in the form of delay for the project.

The strategy to allow effective flow of funds by the session is strongly agreed upon by 66.5% of the participants. The participants who have agreed on the assertion under this category is seen to further indicate that there lies a point in framing a committee and require to prepare bids for contractors in case the session of the church is unable to mobilise effective availability of funds for the smooth execution of the project. Nearly, 23.4% of the participants are seen to agree the fact that session needs to play a vital role in mobilising adequate availability of funds for the completion of the church construction project. This category of participants further informs that the task to ensure fund availability is not the duty of the building committee and thus lack of finances always takes a toll on the Building committee as they are unable to perform many tasks due to lack of money. This explanation is related to Steve (2002) who informs that broader constitutions are to be built to ensure effective financial strength in the project. Nearly, 10.1% of the participants were seen to be uncertain regarding the effectiveness of the strategy. This is because according to them the key part of the construction project is proper planning where resources are appropriately mobilised and not just availability of funds. According to them, all things fall into place if the planning is done in a proper way and not the finances that matter because proper planning helps in effective mobilisation of resources. However, none of the respondents was seen to have disagreed to the effectiveness of the strategy that adequate funding is to be mobilised by the church session. This finding is in line with Engstrom (2007), who informs that success of the project is planned and the stakeholders require following a logical process in construction of church facility. The author emphasised that the session in the church require praying, proceed and plan.

The submission of the regular report from Building committee to the Church Session is strongly agreed to be a viable strategy by 47.8% of participants to enhance the management of the construction project of the church. This information is developed on the basis that Building committee knows that they need to provide a periodical report to the session and have to answer queries in case of lack of fulfilment of tasks within the deadline. Thus, they remain hasten with the process to effectively fulfil their tasks so that an effective report is provided to the session and no unnecessary queries are made. Moreover, 17.1% of the participants are reported to be uncertain regarding the strategy to motivate project performance. This is because they are of the view that Building committee would work efficiently due to their positive relationship with the Session and not just because of submission of effective reports. However, it is seen that none of the respondents showed disagreement regarding the fact that submission of periodic report to the church session impact on the project performance.

Another major strategy which is implemented to enhance project performance is that engagement of an experienced consultant is required to provide advice to the session regarding technical issues. This information is seen to be strongly accepted by 42.3% participants because they think that the session does require technical advice to be given to the Building committee where all the people come from technological background. Another 29.1% of the participants are seen to have agreed to the effectiveness of the strategy. A larger percentage of members nearly 28.6% were seen to be uncertain regarding the need for the strategy. This is because to them including consultant is just a waste of money and time. However, no respondents are seen to have shown disagreement with the strategy that consultants are needed during project session to let the church session resolve and manage technical issues.

The effective availability of proper amount and quality of material is a strongly agreed upon by 41% participant to be a viable strategy for enhancing the performance of a project. Nearly, 20.8% reported having agreed with the assertion that adequate availability of construction material enhances construction project whereas lack of effective availability of construction material hinders project performance by creating delays. Nearly, 31.9% were uncertain regarding the enhancement provided by the strategy because that think that all the phases of the construction project planning process are vital. Only 6.2% disagreed that the strategy is not viable to create enhancement of project performance. This is because the participants think that it is the holistic approach to the project plan that leads to the success of the project and not just the mere availability of adequate material. They perceive that all components such as men, machinery and money are responsible to create enhanced project performance.

Model			Unstandardized Coefficients				Standardized Coefficients	T		Sig.		95.0% Confidence Interval for B
			B		Std. Error		Beta					Lower Bound		Upper Bound
		(Constant)		-.446		.234			-1.905		.058		-.907		.014
	Get a contractor for the project		-.053		.048		-.031	-1.118		.264		-.147		.041
	Session should do the initial planning of the project		.194		.015		.306	13.271		.000		.166		.223
	Session should mobilize for adequate funds for the project		.199		.022		.219	8.922		.000		.155		.243
	Project Committee should report periodically on the project		.404		.020		.493	20.352		.000		.365		.443
	A consultant is engaged to advise the session on the project		.569		.023		.775	24.570		.000		.524		.615
	Session ensures that adequate materials are provided for the project		-.210		.018		-.340	-11.928		.000		-.244		-.175

Table 14: Strategy significance in the construction project of the church

The β value is used to rank the significance level of each strategy in influencing the performance of the church construction project. The engagement of the consultant during session to resolve technical issues is seen to be most significant and rank first with the highest β value (β=.775, P<0.001). This is followed by periodical reporting by the Building committee to the church session (β=.493, P<0.001) that is further followed by initial planning of the project by the session (β=.306, P<0.001), mobilisation of adequate funds by the session (β=.219, P<0.001). The least significant is ensuring adequate availability of resource material by the session (β=-.340, P<0.001). The only insignificant strategy was getting an experienced contractor to manage the construction project (β=-.031, P= .264). The underlying reason behind the insignificant value is that most churches are seen to avoid engaging contractors in executing their projects. This is because they rather prefer to use Building committee to work as a contractor as well as consultant for the project. Moreover, it is done to minimise the expenditure of the cost in the execution of the project.

Model	R	R Square	Adjusted R Square	Std. Error of the Estimate	Df	F	Sig.
1	.916a	.840	.837	.247	6	329.953	.001

Table 15: Summarisation of the strategies to de adapted to resolve delays in church construction project

a. Dependent Variable: Formatiomn of a Building committee is planned and involved in the project to avopid delays in xhurch construction prpject

b. Predictors: (Constant), The key task of the session is to identify that the materialrequired for the execution of the project are adequently available, getting an experiendcerd contractor for the project, session require to plan initialy for the project, periodical reporting of the project committee to the session, mobilization of adequen funds for the project that is to be ensured by the session, enagement of a consultant during the execution of the prject session.

The table 15. informs that all strategies when to put together in practice is seen to reduce delays in church construction project (F (6,385) = 329.953, p < .001, R2 = .840) with control variable that explains 84% of the strategy (from point of building plan to the end of its implementation). The results developed also informs that a strong correlation exists between the dependent and control variable. Thus, it can be conceded that all the strategies if implemented at the same time have a positive impact in influencing the performance of the church construction project.

Chapter 5: Conclusion and Recommendations

5.0 Introduction

The chapter informs about the conclusion drawn from the research so that the reader can have an understanding regarding what effective information they are able to get by observing the study. Moreover, recommendations are informed in this chapter so that the issues identified can be effectively resolved.

5.1 Summarisation of Findings

In the past years, many studies have been conducted on improving the efficiency of construction project related to various areas for reducing delay (Ntiyakuuze, 2011; Fugar & Agyakwa-Baah, 2010; Davison and Mullen, 2009; Murali & Yau, 2007). However, much information is not available regarding church construction as church organizations do not wish to open up to the world regarding the delays they face in construction (Snyder, 2003). In this study, the identification of delay factors in church construction occurring at Akuapem Presbytery in the Presbyterian Church of Ghana is done as the key area of focus. The key objectives which are set to guide the execution of the research include:

Identification of delay components in the Akuapem Presbytery of the Presbyterian Church of Ghana
Impact of delay on the construction project of Akuapem Presbytery of the Presbyterian Church of Ghana
Development of strategies to resolve delay issues identified in case of Akuapem Presbytery in the Presbyterian Church of Ghana

The research methodology used in this study is of quantitative nature. The identification of wider knowledge about the influence of each of the delay factors on the project is done by using regression model. The use of the model has helped to identify how each delay factors influence project delay in Akuapem Presbytery in the Presbyterian Church of Ghana. The research has further used survey method because it provides wider information within a short time frame along with lower tolerance of errors thus ensuring authenticated and error study. The research design used for executing this study is of cross-sectional nature and the research is based on attitudes and beliefs perceived in the project management environment (Fugar & Agyakwa Baah, 2010). The literature review was done to develop concept regarding the study and identify the extent of the exposure the topic has been provided. This is needed to develop understanding regarding what extra focus is needed to be provided in the study so that it is unique and not the reiteration of previous findings. A pilot study was conducted for framing the survey which included 20 participants who were all drawn from the congregations undertaking manse or chapel projects from different presbyteries. The self-administered questionnaires are framed for the execution of this study. In analysing data for the first question, Likert Five point scale is used along with calculating mean and standard deviation to identify major delay components affecting the construction in Akuapem Presbytery in the Presbyterian Church of Ghana. In order to identify level of variability of each delay component, the regression model is used. The second question used Likert Five point scale in determining the opinions provided by participants with respect to impact of delays. The regression model, in this case, is used to understand the significance level of each of the identified causes in impact over the delay in church construction. The last question involved using regression model for identifying the significance level of strategies developed to resolve the delay in church construction.

5.1.1 Critical components of delay in the construction project of the church

The research informs that delays occurred in construction project of the church develops hindrances in executing project management which leads to negatively affect project success and efficiency. Moreover, it has been found that the key entity responsible for managing the construction project of the church is the session. On analysing data collected, it is also found that protocols are to be followed in executing each construction for it proper completion.

Factors	β value	p-value	Remarks
Material related	0 .569	p< 0.001	Significant
Consultant related	0.378	p<0.001	Significant
Contractual related	0.392	p<0.001	Significant
Contract related	0.243	p<0.001	Significant
Client-related	-0.094	p<0.001	Significant
External	-0.542	p<0.001	Significant

Table 16: Summarisation of the analysis of the critical components of delay in the construction project of the church

The above-mentioned table shows the synopsis of analysis of collected data for developing information about the critical delay factors of the church construction project. A Likert Five point scale is used and standard deviation along with mean is calculated for effectively determining the opinion provided by the participants. The analysis reveals that client-related factors whose means is 4.89 and SD are 0.496 was the most agreed component mentioned by the respondents that created delay in the construction project according to them. This is further followed by material-related factors (SD=1.045, mean=3.59), consultant-related factors (SD=1.317, mean= 3.54), contractual-related factors (SD= 1.082, means= 3.15) and lastly external-related factors (SD= 1.344, mean= 3.12).

In order to determine the critical delay components, seven critical factors are identified that has significant influence on the church construction project. The results show that material-related components are the most influential and significant critical factor which affects the progression of the construction project according to the evaluation of the p-value and β value. The other critical factors which influences the construction project include consultant-related component (β= .378, p<0.001), contractual-related component (β= .392, p<0.001), contract-related component (β= .243, p<0.001), client-related component (β= -.094, p<0.001) and the least influential is the client-related components (β= -.542, p<0.001).

The ranking provided regarding the influence of critical delay components shows that consultant-related factors are ranked on the top with t value 15.889 followed by contractual-related factor with t value 11.898 and the least important being external-related components with t value 13.714.

5.1.2 Impact of delays on the execution of construction project of the church

On analysing the gathered data, it is summarized that seven key impacts of delays in the execution of the construction project of the church are identified. The seven key impacts include time overrun, disputes, cost overrun, total abandonment of project, suspension of another project, worst public relationship and litigation. Out of the identified factors, cost overrun is the most influential factor that has a strong impact on delays in church construction project. The β value of the cost overrun is calculated to be 1.1.74 with p less than 0.001. The cost overrun is followed by worst public relation (β= .133, p<0.001), which is further followed by disputes (β= .059, p<0.001), total abandonment of project (β= -.188, p<0.001), litigation (β= -.411, p<0.001) and at the last by the factor of suspension of other projects (β= -.555, p<0.001). The assumption of the t value informed that the variable which has a high impact of delay in church construct project is cost overrun as its t value is 203.048 which is the highest than other t value of other variables. The key reason behind the cost overrun variable being the highest effective variable on delays in church construction project is that it is directly related with the client-related factors, contractor-related factors as well as material-related factors. Moreover, the cost overrun is also seen to be directly related with the inflation rate of the country at any point of time and so it has the highest influence because the economic standard act as a key variable in successful completion of construction project.

Factors	β value	p-value	Remarks
Cost overrun	1.174	p< 0.001	Significant
Bad public relations	0.133	p< 0.001	Significant
Disputes	0.059	p< 0.001	Significant
Total abandonment	-0.188	p< 0.001	Significant
Litigation	-0.411	p< 0.001	Significant
Suspension	-0.555	p< 0.001	Significant

Table 17: Summarisation of the statistical data on the impact of delays on the construction project of the church

5.1.3 Strategies required to be developed for proper construction of church

The motive of an effective project management is to accomplish the determined project objectives and goals through the use of planned expenditure of the allocated resources that effectively meets the project cost, time, quality, scope and safety requirement. The below-mentioned table shows the results of the statistical analysis on strategies used for effective project management of church construction.

Strategies	β value	P value	Remarks
Engaging a contractor for a projects	.048	p=264	Not significant
Engaging a consultant to session on the projects	.775	P<0.001	Significant
Project Committee should report periodically on the project	.493	P<0.001	Significant
Session should do the initial planning of the project	.306,	P<0.001	Significant
Session should mobilize for adequate funds for the project	.219	P<0.001	Significant
Session ensures that adequate materials are provided for the project,	-.340	P<0.001	Significant

Table 18: Summary of the statistical analysis of strategies used for effective project management of church construction

In this study, a total of seven effective strategies are being identified to ensure effective execution of the church construction project. These strategies include formation of a church building committee for planning and implementing the project, getting an experienced contractor for the construction project, initial planning of the construction during the meeting of the session, reporting by the formed project committee regularly, session require to mobilise the availability of adequate funds for the construction project and an experienced consultant is to be engaged in providing advice in the project session. The collected data informed that all the participants perceive that the strategy to use session required to be empowered to effectively supervise the execution of the church construction project.

The research further informed that the strategy to engage a contractor for execution of the construction project is not much significant in comparison to other recommended strategies. The significance of the strategy to engage a consultant for performing project session related to the construction project is high (β=.775, P<0.001) which is followed by reporting of project committee regularly (β=.493, P<0.001). The next significant strategy is to perform initial planning by the session (β=.306, P<0.001) and then the strategy for mobilisation of funds for the construction project by the session (β=.219, P<0.001) is the next significant factor to be adopted. The penultimate significant strategy for effective church construction includes the assurance from the session that adequate material for smooth execution of the project is available.

The summarisation of the model also informs that by putting all the strategies in executing construction project of the church is significant to reduce delay (F (6,385) = 329.953, p < .001, R2 = .840) with explanation of the control variable showing 84% variance in the mentioned strategies. Moreover, it is found that a very high positive correlation coefficient (r= .916) is experienced between the control variables and the betterment of construction project of the church.

5.2 Conclusion

On analysing the key findings, three main conclusions are derived from the information which is made in respect to the research questions mentioned in the study.

Research question	Research Question	Conclusion
1R1	What are the key delay components and their extent of impact on the church construction projects in the Akuapem Presbytery?	It can be concluded that seven key delay factors are responsible in hindering the church construction project which are client-related factors, contract-related factors, consultant-related factors, material-related factor, external-related factors, contractual-related factor and contractor-related factor. Each of the factors has shown significant influence in the study with the least being external-related factor and most critical being material-related factor.
2R2	What are the influences of project delay of the church construction projects in the Akuapem Presbytery?	The prime impact of delays in the construction project of the church includes seven variables which are time overrun, cost overrun, dispute, litigation, abandonment of project, bad public relations and suspension of other projects. All of the mentioned factors have shown influence on the study with the most significant being cost overrun and the least significant is suspension of other projects.
3R3	What are the strategies to be adopted by the Presbytery church in Akuapem Presbytery for enhancement of the project performance?	The contractor-related strategy is seen to be the least significant in resolving delay in church project. However, other strategies such as development of a building committee for the construction project, assurance of adequate availability of building materials by the session, effective financial planning by the session, initial planning of the construction project by the session, engagement of a consultant in executing the project session are seen to have significant effect in resolving or reducing delays in the construction project of the church. Moreover, it is informed that implementation of all the strategies is going to provide more positive effect on church construction rather than implementing them separately.

Table 19: Conclusion of the research question

5.3 Wider implication of conclusion and findings

The study has wider implication as it is going to reduce the delays presently experienced in Akuapem Presbytery of the Presbytery Church of Ghana by implementing the suggested strategies in the project. Moreover, the church would also be able to identify the critical delay factors which are affecting the project and thus with the information they would be able to act considerably to reduce the impact of identified delay factors. Thus, the conclusion and findings from the research suggest practical implementation of programming, advocacy, policy and knowledge learned through this study.

5.3.1. Implication of the programme for the session (The Governing Council of the church)

This study focuses on most important factors that are responsible for making a delay of the church construction. There are many factors that are associated with the church construction delay such as material related factors including high-cost materials as well as the availability of the materials. In this aspect, it is important for the Governing Council of the Church (Session) to purchase as well as a plan of needed materials for reducing the delays related problems which are associated with the material related aspects as well as factors. In the case when required funds are not available for making proper procurement, buying as well as assembling the needed materials in the phases can be considered as a critical option that could be used in reducing the number of delays associated with the cost.

In terms of representing the different types of church construction delay, it can be stated that most important influence, as well as the effect of the delays influencing the stakeholders as well as project planning, is considered as a cost overrun. If there are more delays in the project construction, cost of the project would automatically increase. Programming implications, as well as incorporation, are an important aspect of the project construction which assists stakeholder in preparing proper project schedule thereby ensuring that consistent availability of sufficient fund before the project has been commenced.

The overall all study has shed light on the matter that, initial planning of the project has to be done, after that, the project committee has to be set up to overhaul the entire implementation strategy as well as planning associated with the project work. The project committee must deal with the facts that all the strategies are implemented in accordingly manner into the construction framework and appropriate report regarding all the project delays and construction details are sends to the committee. In terms of undertaking the initial planning of the project construction, Session would take proper decisions as well as strategic planning associated with acceleration of project construction work in the ecclesiastical year. Strategic planning taken by the Session would decide how much time the project would take to be completed and how much it will cost to finish the entire project. Prior to the approval of the project charter by the committee, it is important for the committee to make possible tactical control including deciding who is the eligible consultant and who is the eligible contractor and who is responsible for providing the detailed plan to the committees to make it possible for the entire committee to reduce the construction delays as well as to accelerate the project constructions.

Current stud also shed lights on the fact that there are different possible factors which associated with the project delays including natural disaster, poor weather, different construction disputes and changes into different governmental policies. All these factors are considered as possible external factors by the client, contractor and the consultant as they do not have any possible influence as well as an effect on the formation of such factors. It is important for the church authority as well as the session, that they must have the possible contingency plan, as well as proper strategic planning, be to deal with all these external factors when these occur in according to manner. In this aspect, it is important for the committee to have proper planning as well as programming for addressing all the possible demands of dealing with all these factors, though the planning and programming are expensive. By making proper planning and conducting effective as well as strong strategy, the church committee can work in the bad weather by implementing b the smarter strategy and highly updated techniques as well as tools.

5.3.2 Implication of Advocacy

During the execution of a church construction project, it is seen that the key individuals responsible for the project are the governing council of the church which is termed here as session and not the minister-in-charge of the construction or the building committee members. In order to avoid development of conflict between the members involved in the project, the session require to educate as well deliver information clearly to the building committee who are assigned to set the stakeholders for the construction project as well as any Minister who is to be engaged in the congregation regarding which person is responsible to do which task or duty. This is required to reduce friction between the thinking with the Building committee members and the Clergy Session regarding which person is responsible and what they require to execute during the course of the project. The impact of keeping the stakeholders mind clear regarding who is responsible for what in the project assist in avoiding the rise of a situation when a certain party out of their ignorance sheds their responsibility on other party who is not responsible or have the ability to execute the duty.

5.3.4 Implication of Knowledge

The identification of the critical delay factors provided the information that irrespective of each one’s impact they all create a negative effect on the execution of the construction project. Thus, it is a call of duty to each stakeholder that they take up effective management so as to avoid the negative impact of each delay factors to allow the construction to be executed efficiently. The other knowledge implication is that each of the critical delay factors is seen to be directly related to cost overrun of the project. Thus, it is the duty of the stakeholders that they work in an expeditious manner so as to reduce the overall expenditure in the construction project. This is vital so that the expenditure faced remains limited within the estimated budget.

5.3.5 Policy implication

The research has led to highlight the information that the ownership of the church construction has led to an argumentative situation because one person wishes to lead over another as no work policy is maintained. Thus, to address the issue it is required that the Presbytery Church of Ghana develops a policy statement where each of the duty to be executed by each individual would be mentioned in a proper and detailed manner. Moreover, the policy statement require to mention the trusty of the construction project and who has the duty to take actions during identification of any risk or dispute during the execution of the project. This is going to help each person to become systematic in executing their duties and would lead to resolve confusion in execution tasks.

5.3.6 Recommendations

On the basis of the drawn conclusion from the analysis of the research findings and implications in the before sections, the following recommendations have been developed to resolve issue that has been or to be encountered in the church construction project.

5.4.1 Recommendation to the Church session

The Session is seen to be responsible and have the prime duty to execute successful coordination of Church construction project. However, the session is often found to lack effective information about the way they require performing their monitoring and management of the construction project. Thus, it is recommended that the session appoints a local building committee with technical efficiency and experience regarding church construction project to effectively plan and implement designs in executing the project of Presbytery Church of Ghana. Moreover, the committee is recommended to properly inform the session regarding their everyday progression in the project so that the session have knowledge about what is happening where in the project. Since, most of the delay factors are assessed to provide significant negative effective on the construction project, thus the session require to keep a close view that no factor is belittled or downplayed. This is because such an act would lead to dire consequences for the church construction project. The cost overrun is also seen to have highest impact on the construction project and therefore the session is recommended to execute proper planning of the required resources and building materials needed for the project to avoid unnecessary delays in construction project of the Presbytery Church of Ghana. Lastly, it is recommended that session executes their duty by consulting with the building committee as well as experts in construction works so as to appoint a properly developed technical team with diverse knowledge.

5.4.2 Recommendation to the building committee

The time is seen to be directly related with the project cost. Therefore, the building committee require to execute their actions in such a way that the deadlines as assumed and mentioned initially in the project planning of the Presbytery Church construction project is effectively meet. The reduction of delay in project can be executed by the building committee by forming a project committee with members who belongs from different fields of project and construction management. This is because the development of such a committee would provide significant technical advice on technological and financial issues related to the construction project. In order to form the best project committee, it is to be mentioned in clear terms regarding the duties to be performed by each member. Moreover, a training program is to be organised for each member so that the member’s capacity to execute the construction work for the project is at the peak to create successful execution of the construction. The critical concerning area that is to be focussed in training is the project evaluation and monitoring aspects Crawford et al., 2006).This is because the aspects are fundamental for successful project accomplishment. The project evaluation and monitoring is seen to aim at developing economic, environmental and social sustainability. This monitoring also remains the potential factor in creating overall success in project management, planning and implementation.

5.4.3Recommendations to the contractor

The contractors to avoid or reduce delays in church construction project require developing mutual and coordinative relationship with the building committee in planning of the process to be implemented for effective accomplishment of the church construction project.

Figure 5: Strcture to be maintained for effective execution of church construction project in Akuapem Presbytery of the Presbytery Church of Ghana

5.5 Further areas of research

The research is set out to identify and explore various delay factors in the church construction in Akuapem Presbytery of the Presbyterian Church of Ghana. This has resulted in uncovering different valuable findings that are effective enough to serve the basis for the further studies. The following aspect in the project can be highlighted in future to fulfil the gaps which remain in this project as suggested by the researcher.

The present study has been done by concerning the delay factors which are posing an impact on the church construction projects in Akuapem Presbytery of the Presbyterian Church of Ghana. In the future, various other church construction projects can be evaluated by carrying a similar study as reported in this piece of research.
There also lies a scope that all the Presbyteries present in Ghana could be studies to provide the dynamics and disparities related with presbytery in terms of delays in the construction project of the church.
The study has highlighted various significant factors such as contractor-related factors, client-related factors and others. Thus, in future a there lies an opportunity that relationship between each identified factor could be assessed to identify the degree of relationship each has in influencing project success.

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APPENDICES

APPENDIX 1

Questionnaire

EXPLORING THE DELAYS IN CHURCH CONSTRUCTION PROJECTS IN THE AKUAPEM PRESBYTERY OF THE PRESBYTERIAN CHURCH OF GHANA

Questionnaire No:

Name of Congregation:

Time Interview started:

Time Interview Ended:

Day	Month	Year

Date of Interview:

Interviewer’s Name:

How to complete the questionnaire:

Most of the questions seek responses by circling the appropriate numerical value adjacent to your responses. Other questions request that you provide your own responses.

SECTION ONE: SOCIO-DEMOGRAPHIC CHARACTERISTICS OF REPONDENTS

QUES NO.	QUESTIONS	RESPONSES
1.1	What is your sex?	Male 01 Female 02
1.2	What is your marital status?	Single 01 Married 02 Separated 03 Divorced 04 Widowed 05
1.3	How old were you at your last birthday?	Age (in completed years) If Don’t know, code 77
1.4	Which ethnic group do you belong to?	Akan 01 Ewe 02 Guan 03 Ga-Adangme 04 Gruma 05 Mole Dagbani 06 Grusi 07 Others, specify…………………… 97
1.5	What is your highest level of education attained?	No education 01 Primary 02 JHS/Middle School 03 SHS/Secondary 04 Voc/Comm./Tech 05 Tertiary 06 Others, specify……………………… 97
1.6	What is your main occupation?	Unemployed 01 Trading /Business 02 Skilled labour/artisan 03 Unskilled labour 04 Teaching 05 Student/Apprentice 06 Farming 07 Office worker 08 Others, specify…………………….. 97
1.7	Which range do your monthly income falls?	<500.00 01 500.00 – 1,000.00 02 1,000.01– 1,500.00 03 1,500.01 – 2,000.00 04 2,500.01 – 3,000.00 05 >3,000.00 06

SECTION TWO: DELAY COMPONENTS IN CHURCH CONSTRUCTION PROJECTS

2.1 Who is responsible for church construction project?

The minister in charge

The session

Project committee

Senior presbyter

2.2 Are there any outlined processes the church needs to go through before they start any major construction project?

Yes

2.3 If yes to question 2.2 what are these processes

………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………

2.4 If there is not any laid down process, how does the church ensure that progress procedures are followed to ensure the success of such projects.

SECTION TWO: DELAY CONDITIONS IN CHURCH CONSTRUCTION PROJECTS

2.5 Indicate your level of agreement on the following delay conditions as they prevail in your church construction project. (5-Strongly agree, 4-Agree, 3- Undecided, 2-Disagree, 1-Strongly disagree)

Factors	Responses
Factors	5	4	3	2	1
Client related factors
Contract related factors
Consultant related factors
Materials related factors
Contractor related factors
Contractual related factors
External factors

For each of the factors give reasons for your choice of response

Client related factors ………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………

Contract related factors ………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………

Consultant related factors ………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………

Materials related factors ………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………

Contractor related factors ………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………

Contractual related factors ………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………

External related factors ………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………

SECTION THREE: EFFECTS OF DELAYS ON CHURCH CONSTRUCTION PROJECTS

3.1 Indicate your level of agreement on the following effects on Church construction project. (5-Strongly agree, 4-Agree, 3- Undecided, 2-Disagree, 1-Strongly disagree)

Effects	Remarks
Effects	5	4	3	2	1
Time overrun
Cost overrun
Disputes
Total Abandonment
Suspension of other projects
Bad public relations
Litigation

For each of the effects give reasons for your choice of response

Time overrun

Cost overrun

Disputes

Total Abandonment

Suspension of other projects

Bad public relations

Litigation

Law suits

SECTION FOUR: STRATEGIES FOR EFFECTIVE PROJECT MANAGEMENT

4.1 Indicate your level of agreement on the strategies you have seen the church leaders adopt to enhance construction management. (5-Strongly agree, 4-Agree, 3- Undecided, 2-Disagree, 1-Strongly disagree)

Strategies	Remarks
Strategies	5	4	3	2	1
Empower the session to supervise construction project
Form a building committee to plan and implement the project
Get a contractor for the project
Session should do the initial planning of the project
Session should mobilize for adequate funds for the project
Project committee should report periodically to the session
A consultant is engaged to advice the session on the project
Session ensures that adequate materials are provided for the project

Empower the session to supervise construction project

Form a building committee to plan and implement the project

Get a contractor for the project

Session should do the initial planning of the project

Session should mobilize for adequate funds for the project

Project committee should report periodically to the session

A consultant is engaged to advice the session on the project

Session ensures that adequate materials are provided for the project

APPENDIX 2

Regression tables for factors that affect building construction projects in the Akuapem Presbytery of the Presbyterian Church of Ghana

Regressions

Variables Entered/Removeda
Model	Variables Entered	Variables Removed	Method
1	External factors, Consultant related factors, Contract related factors, Material related factors, Contractual related factors, Contractor related factorsb	.	Enter

a. Dependent Variable: Client related factors

b. All requested variables entered.

Model Summary
Model	R	R Square	Adjusted R Square	Std. Error of the Estimate
1	.302a	.091	.077	.390

a. Predictors: (Constant), External factors, Consultant related factors, Contract related factors, Material related factors, Contractual related factors, Contractor related factors

ANOVAa
Model		Sum of Squares	df	Mean Square	F	Sig.
1	Regression	5.750	6	.958	6.316	.000b
	Residual	57.208	377	.152
	Total	62.958	383

a. Dependent Variable: Client related factors

b. Predictors: (Constant), External factors, Consultant related factors, Contract related factors, Material related factors, Contractual related factors, Contractor related factors

Coefficientsa
Model		Unstandardized Coefficients		Standardized Coefficients	T
Model		B	Std. Error	Beta	T
1	(Constant)	4.147	.257		16.155
	Contract related factors	.171	.062	.156	2.758
	Consultant related factors	-.017	.022	-.056	-.786
	Material related factors	.121	.034	.311	3.604
	Contractor related factors	-.097	.028	-.338	-3.514
	Contractual related factors	.070	.033	.187	2.119
	External factors	-.055	.028	-.183	-1.998

Coefficientsa
Model		Sig.	95.0% Confidence Interval for B
Model		Sig.	Lower Bound	Upper Bound
1	(Constant)	.000	3.642	4.652
	Contract related factors	.006	.049	.292
	Consultant related factors	.432	-.060	.026
	Material related factors	.000	.055	.187
	Contractor related factors	.000	-.152	-.043
	Contractual related factors	.035	.005	.135
	External factors	.046	-.109	-.001

a. Dependent Variable: Client related factors

Regression

Variables Entered/Removeda
Model	Variables Entered	Variables Removed	Method
1	Client related factors , Contractual related factors, Consultant related factors, Material related factors, External factors, Contractor related factorsb	.	Enter

a. Dependent Variable: Contract related factors

b. All requested variables entered.

Model Summary
Model	R	R Square	Adjusted R Square	Std. Error of the Estimate
1	.511a	.261	.250	.321

a. Predictors: (Constant), Client related factors , Contractual related factors, Consultant related factors, Material related factors, External factors, Contractor related factors

ANOVAa
Model		Sum of Squares	df	Mean Square	F	Sig.
1	Regression	13.771	6	2.295	22.247	.000b
	Residual	38.893	377	.103
	Total	52.664	383

a. Dependent Variable: Contract related factors

b. Predictors: (Constant), Client related factors , Contractual related factors, Consultant related factors, Material related factors, External factors, Contractor related factors

Coefficientsa
Model		Unstandardized Coefficients		Standardized Coefficients	T
Model		B	Std. Error	Beta	T
1	(Constant)	3.352	.215		15.627
	Consultant related factors	-.074	.018	-.263	-4.222
	Material related factors	-.047	.028	-.131	-1.662
	Contractor related factors	.187	.021	.712	8.880
	Contractual related factors	-.147	.026	-.429	-5.589
	External factors	.122	.022	.442	5.550
	Client related factors	.116	.042	.127	2.758

Coefficientsa
Model		Sig.	95.0% Confidence Interval for B
Model		Sig.	Lower Bound	Upper Bound
1	(Constant)	.000	2.930	3.774
	Consultant related factors	.000	-.109	-.040
	Material related factors	.097	-.102	.009
	Contractor related factors	.000	.146	.229
	Contractual related factors	.000	-.199	-.095
	External factors	.000	.079	.165
	Client related factors	.006	.033	.199

a. Dependent Variable: Contract related factors

Regression

Variables Entered/Removeda
Model	Variables Entered	Variables Removed	Method
1	Contract related factors, Contractual related factors, Client related factors , Material related factors, Contractor related factors, External factorsb	.	Enter

a. Dependent Variable: Consultant related factors

b. All requested variables entered.

Model Summary
Model	R	R Square	Adjusted R Square	Std. Error of the Estimate
1	.721a	.519	.512	.921

a. Predictors: (Constant), Contract related factors, Contractual related factors, Client related factors , Material related factors, Contractor related factors, External factors

ANOVAa
Model		Sum of Squares	df	Mean Square	F	Sig.
1	Regression	345.653	6	57.609	67.905	.000b
	Residual	319.837	377	.848
	Total	665.490	383

a. Dependent Variable: Consultant related factors

b. Predictors: (Constant), Contract related factors, Contractual related factors, Client related factors , Material related factors, Contractor related factors, External factors

Coefficientsa
Model		Unstandardized Coefficients		Standardized Coefficients	T
Model		B	Std. Error	Beta	T
1	(Constant)	4.532	.754		6.008
	Material related factors	-.568	.075	-.451	-7.568
	Contractor related factors	.675	.057	.722	11.898
	Contractual related factors	.309	.077	.253	4.010
	External factors	.110	.065	.112	1.679
	Client related factors	-.096	.122	-.029	-.786
	Contract related factors	-.609	.144	-.171	-4.222

Coefficientsa
Model		Sig.	95.0% Confidence Interval for B
Model		Sig.	Lower Bound	Upper Bound
1	(Constant)	.000	3.048	6.015
	Material related factors	.000	-.716	-.421
	Contractor related factors	.000	.564	.787
	Contractual related factors	.000	.157	.460
	External factors	.094	-.019	.238
	Client related factors	.432	-.335	.144
	Contract related factors	.000	-.893	-.326

a. Dependent Variable: Consultant related factors

Regression

Variables Entered/Removeda
Model	Variables Entered	Variables Removed	Method
1	Consultant related factors, External factors, Contract related factors, Client related factors , Contractor related factors, Contractual related factorsb	.	Enter

a. Dependent Variable: Material related factors

b. All requested variables entered.

Model Summary
Model	R	R Square	Adjusted R Square	Std. Error of the Estimate
1	.829a	.688	.683	.589

a. Predictors: (Constant), Consultant related factors, External factors, Contract related factors, Client related factors , Contractor related factors, Contractual related factors

ANOVAa
Model		Sum of Squares	df	Mean Square	F	Sig.
1	Regression	288.161	6	48.027	138.585	.000b
	Residual	130.649	377	.347
	Total	418.810	383

a. Dependent Variable: Material related factors

b. Predictors: (Constant), Consultant related factors, External factors, Contract related factors, Client related factors , Contractor related factors, Contractual related factors

Coefficientsa
Model		Unstandardized Coefficients		Standardized Coefficients	T
Model		B	Std. Error	Beta	T
1	(Constant)	.391	.504		.776
	Contractor related factors	.523	.033	.705	15.889
	Contractual related factors	-.099	.050	-.103	-1.985
	External factors	.487	.033	.627	14.544
	Client related factors	.276	.077	.107	3.604
	Contract related factors	-.156	.094	-.055	-1.662
	Consultant related factors	-.232	.031	-.293	-7.568

Coefficientsa
Model		Sig.	95.0% Confidence Interval for B
Model		Sig.	Lower Bound	Upper Bound
1	(Constant)	.438	-.600	1.383
	Contractor related factors	.000	.458	.588
	Contractual related factors	.048	-.197	-.001
	External factors	.000	.421	.553
	Client related factors	.000	.125	.426
	Contract related factors	.097	-.341	.029
	Consultant related factors	.000	-.292	-.172

a. Dependent Variable: Material related factors

Regression

Variables Entered/Removeda
Model	Variables Entered	Variables Removed	Method
1	Material related factors, Consultant related factors, Client related factors , Contract related factors, External factors, Contractual related factorsb	.	Enter

a. Dependent Variable: Contractor related factors

b. All requested variables entered.

Model Summary
Model	R	R Square	Adjusted R Square	Std. Error of the Estimate
1	.865a	.748	.744	.713

a. Predictors: (Constant), Material related factors, Consultant related factors, Client related factors , Contract related factors, External factors, Contractual related factors

ANOVAa
Model		Sum of Squares	df	Mean Square	F	Sig.
1	Regression	568.657	6	94.776	186.677	.000b
	Residual	191.403	377	.508
	Total	760.060	383

a. Dependent Variable: Contractor related factors

b. Predictors: (Constant), Material related factors, Consultant related factors, Client related factors , Contract related factors, External factors, Contractual related factors

Coefficientsa
Model		Unstandardized Coefficients		Standardized Coefficients	t
Model		B	Std. Error	Beta	t
1	(Constant)	-2.224	.600		-3.707
	Contractual related factors	.510	.055	.392	9.303
	External factors	-.567	.041	-.542	-13.714
	Client related factors	-.326	.093	-.094	-3.514
	Contract related factors	.923	.104	.243	8.880
	Consultant related factors	.404	.034	.378	11.898
	Material related factors	.767	.048	.569	15.889

Coefficientsa
Model		Sig.	95.0% Confidence Interval for B
Model		Sig.	Lower Bound	Upper Bound
1	(Constant)	.000	-3.404	-1.044
	Contractual related factors	.000	.402	.618
	External factors	.000	-.649	-.486
	Client related factors	.000	-.508	-.143
	Contract related factors	.000	.718	1.127
	Consultant related factors	.000	.337	.471
	Material related factors	.000	.672	.861

a. Dependent Variable: Contractor related factors

Regression

Variables Entered/Removeda
Model	Variables Entered	Variables Removed	Method
1	Contractor related factors, Client related factors , External factors, Contract related factors, Consultant related factors, Material related factorsb	.	Enter

a. Dependent Variable: Contractual related factors

b. All requested variables entered.

Model Summary
Model	R	R Square	Adjusted R Square	Std. Error of the Estimate
1	.833a	.693	.689	.604

a. Predictors: (Constant), Contractor related factors, Client related factors , External factors, Contract related factors, Consultant related factors, Material related factors

ANOVAa
Model		Sum of Squares	df	Mean Square	F	Sig.
1	Regression	310.611	6	51.768	142.121	.000b
	Residual	137.324	377	.364
	Total	447.935	383

a. Dependent Variable: Contractual related factors

b. Predictors: (Constant), Contractor related factors, Client related factors , External factors, Contract related factors, Consultant related factors, Material related factors

Coefficientsa
Model		Unstandardized Coefficients		Standardized Coefficients	t
Model		B	Std. Error	Beta	t
1	(Constant)	1.253	.513		2.440
	External factors	.535	.033	.666	16.277
	Client related factors	.168	.079	.063	2.119
	Contract related factors	-.520	.093	-.178	-5.589
	Consultant related factors	.133	.033	.162	4.010
	Material related factors	-.104	.053	-.101	-1.985
	Contractor related factors	.366	.039	.477	9.303

Coefficientsa
Model		Sig.	95.0% Confidence Interval for B
Model		Sig.	Lower Bound	Upper Bound
1	(Constant)	.015	.243	2.262
	External factors	.000	.470	.600
	Client related factors	.035	.012	.324
	Contract related factors	.000	-.703	-.337
	Consultant related factors	.000	.068	.198
	Material related factors	.048	-.208	-.001
	Contractor related factors	.000	.289	.443

a. Dependent Variable: Contractual related factors

Regression

Variables Entered/Removeda
Model	Variables Entered	Variables Removed	Method
1	Contractual related factors, Client related factors , Contract related factors, Consultant related factors, Material related factors, Contractor related factorsb	.	Enter

a. Dependent Variable: External factors

b. All requested variables entered.

Model Summary
Model	R	R Square	Adjusted R Square	Std. Error of the Estimate
1	.845a	.715	.710	.725

a. Predictors: (Constant), Contractual related factors, Client related factors , Contract related factors, Consultant related factors, Material related factors, Contractor related factors

ANOVAa
Model		Sum of Squares	Df	Mean Square	F	Sig.
1	Regression	495.759	6	82.626	157.350	.000b
	Residual	197.968	377	.525
	Total	693.727	383

a. Dependent Variable: External factors

b. Predictors: (Constant), Contractual related factors, Client related factors , Contract related factors, Consultant related factors, Material related factors, Contractor related factors

Coefficientsa
Model		Unstandardized Coefficients		Standardized Coefficients	t
Model		B	Std. Error	Beta	t
1	(Constant)	-1.481	.616		-2.402
	Client related factors	-.190	.095	-.057	-1.998
	Contract related factors	.620	.112	.171	5.550
	Consultant related factors	.068	.040	.066	1.679
	Material related factors	.738	.051	.573	14.544
	Contractor related factors	-.587	.043	-.614	-13.714
	Contractual related factors	.771	.047	.620	16.277

Coefficientsa
Model		Sig.	95.0% Confidence Interval for B
Model		Sig.	Lower Bound	Upper Bound
1	(Constant)	.017	-2.693	-.269
	Client related factors	.046	-.378	-.003
	Contract related factors	.000	.400	.840
	Consultant related factors	.094	-.012	.147
	Material related factors	.000	.638	.838
	Contractor related factors	.000	-.671	-.503
	Contractual related factors	.000	.678	.865

a. Dependent Variable: External factors

APPENDIX 3

Regression tables fort the effects of delay in Church construction projects in the Akuapem Presbytery of the Presbyterian Church of Ghana

Regression

Variables Entered/Removeda
Model	Variables Entered	Variables Removed	Method
1	Law suits, Suspension of other projects, Bad public relation, Total Abandonment, Cost overrun, Disputes , Litigationb	.	Enter

a. Dependent Variable: Time over run

b. All requested variables entered.

Model Summary
Model	R	R Square	Adjusted R Square	Std. Error of the Estimate
1	.997a	.994	.994	.041

a. Predictors: (Constant), Law suits, Suspension of other projects, Bad public relation, Total Abandonment, Cost overrun, Disputes , Litigation

ANOVAa
Model		Sum of Squares	df	Mean Square	F	Sig.
1	Regression	110.016	7	15.717	9349.453	.000b
	Residual	.634	377	.002
	Total	110.649	384

a. Dependent Variable: Time over run

b. Predictors: (Constant), Law suits, Suspension of other projects, Bad public relation, Total Abandonment, Cost over run, Disputes , Litigation

Coefficientsa
Model		Unstandardized Coefficients		Standardized Coefficients	t
Model		B	Std. Error	Beta	t
1	(Constant)	1.524	.037		40.773
	Cost over run	1.092	.005	1.174	203.048
	Disputes	.032	.007	.059	4.782
	Total Abandonment	-.121	.006	-.188	-19.322
	Suspension of other projects	-.354	.006	-.411	-57.712
	Bad public relation	.084	.003	.133	28.051
	Litigation	.138	.006	.381	23.116
	Law suits	-.253	.006	-.555	-44.713

Coefficientsa
Model		Sig.	95.0% Confidence Interval for B
Model		Sig.	Lower Bound	Upper Bound
1	(Constant)	.000	1.451	1.598
	Cost over run	.000	1.081	1.103
	Disputes	.000	.019	.045
	Total Abandonment	.000	-.134	-.109
	Suspension of other projects	.000	-.367	-.342
	Bad public relation	.000	.079	.090
	Litigation	.000	.127	.150
	Law suits	.000	-.264	-.242

a. Dependent Variable: Time over run

Regression

Variables Entered/Removeda
Model	Variables Entered	Variables Removed	Method
1	Time over run, Bad public relation, Disputes , Suspension of other projects, Law suits, Total Abandonment, Litigationb	.	Enter

a. Dependent Variable: Cost over run

b. All requested variables entered.

Model Summary
Model	R	R Square	Adjusted R Square	Std. Error of the Estimate
1	.998a	.996	.996	.037

a. Predictors: (Constant), Time over run, Bad public relation, Disputes , Suspension of other projects, Law suits, Total Abandonment, Litigation

ANOVAa
Model		Sum of Squares	df	Mean Square	F	Sig.
1	Regression	127.359	7	18.194	13022.741	.000b
	Residual	.527	377	.001
	Total	127.886	384

a. Dependent Variable: Cost over run

b. Predictors: (Constant), Time over run, Bad public relation, Disputes , Suspension of other projects, Law suits, Total Abandonment, Litigation

Coefficientsa
Model		Unstandardized Coefficients		Standardized Coefficients	t
Model		B	Std. Error	Beta	t
1	(Constant)	-1.368	.036		-37.702
	Disputes	-.024	.006	-.041	-3.911
	Total Abandonment	.114	.006	.164	20.608
	Suspension of other projects	.322	.006	.347	55.891
	Bad public relation	-.077	.003	-.113	-27.943
	Litigation	-.131	.005	-.334	-25.257
	Law suits	.233	.005	.476	48.593
	Time over run	.908	.004	.844	203.048

Coefficientsa
Model		Sig.	95.0% Confidence Interval for B
Model		Sig.	Lower Bound	Upper Bound
1	(Constant)	.000	-1.440	-1.297
	Disputes	.000	-.036	-.012
	Total Abandonment	.000	.103	.125
	Suspension of other projects	.000	.311	.333
	Bad public relation	.000	-.082	-.071
	Litigation	.000	-.141	-.120
	Law suits	.000	.224	.243
	Time over run	.000	.899	.916

a. Dependent Variable: Cost over run

Regression

Variables Entered/Removeda
Model	Variables Entered	Variables Removed	Method
1	Cost over run, Bad public relation, Law suits, Total Abandonment, Suspension of other projects, Litigation , Time over runb	.	Enter

a. Dependent Variable: Disputes

b. All requested variables entered.

Model Summary
Model	R	R Square	Adjusted R Square	Std. Error of the Estimate
1	.951a	.905	.903	.308

a. Predictors: (Constant), Cost over run, Bad public relation, Law suits, Total Abandonment, Suspension of other projects, Litigation , Time over run

ANOVAa
Model		Sum of Squares	df	Mean Square	F	Sig.
1	Regression	341.981	7	48.854	513.709	.000b
	Residual	35.853	377	.095
	Total	377.834	384

a. Dependent Variable: Disputes

b. Predictors: (Constant), Cost over run, Bad public relation, Law suits, Total Abandonment, Suspension of other projects, Litigation , Time over run

Coefficientsa
Model		Unstandardized Coefficients		Standardized Coefficients	t
Model		B	Std. Error	Beta	t
1	(Constant)	-.598	.653		-.915
	Total Abandonment	-.570	.060	-.477	-9.537
	Suspension of other projects	1.165	.132	.731	8.839
	Bad public relation	-.299	.037	-.256	-8.153
	Litigation	.386	.067	.575	5.745
	Law suits	-.006	.107	-.007	-.059
	Time over run	1.799	.376	.973	4.782
	Cost over run	-1.629	.417	-.948	-3.911

Coefficientsa
Model		Sig.	95.0% Confidence Interval for B
Model		Sig.	Lower Bound	Upper Bound
1	(Constant)	.361	-1.882	.687
	Total Abandonment	.000	-.688	-.453
	Suspension of other projects	.000	.906	1.425
	Bad public relation	.000	-.371	-.227
	Litigation	.000	.254	.518
	Law suits	.953	-.216	.204
	Time over run	.000	1.059	2.538
	Cost over run	.000	-2.448	-.810

a. Dependent Variable: Disputes

Regression

Variables Entered/Removeda
Model	Variables Entered	Variables Removed	Method
1	Disputes , Bad public relation, Cost over run, Law suits, Suspension of other projects, Litigation , Time over runb	.	Enter

a. Dependent Variable: Total Abandonment

b. All requested variables entered.

Model Summary
Model	R	R Square	Adjusted R Square	Std. Error of the Estimate
1	.959a	.919	.918	.238

a. Predictors: (Constant), Disputes , Bad public relation, Cost over run, Law suits, Suspension of other projects, Litigation , Time over run

ANOVAa
Model		Sum of Squares	df	Mean Square	F	Sig.
1	Regression	243.362	7	34.766	611.663	.000b
	Residual	21.428	377	.057
	Total	264.790	384

a. Dependent Variable: Total Abandonment

b. Predictors: (Constant), Disputes , Bad public relation, Cost over run, Law suits, Suspension of other projects, Litigation , Time over run

Coefficientsa
Model		Unstandardized Coefficients		Standardized Coefficients	t
Model		B	Std. Error	Beta	t
1	(Constant)	8.089	.286		28.242
	Suspension of other projects	-1.228	.092	-.920	-13.289
	Bad public relation	.245	.028	.250	8.736
	Litigation	.864	.031	1.537	28.007
	Law suits	-1.269	.050	-1.799	-25.142
	Time over run	-4.102	.212	-2.651	-19.322
	Cost over run	4.642	.225	3.226	20.608
	Disputes	-.341	.036	-.407	-9.537

Coefficientsa
Model		Sig.	95.0% Confidence Interval for B
Model		Sig.	Lower Bound	Upper Bound
1	(Constant)	.000	7.526	8.652
	Suspension of other projects	.000	-1.410	-1.046
	Bad public relation	.000	.190	.300
	Litigation	.000	.803	.925
	Law suits	.000	-1.368	-1.170
	Time over run	.000	-4.519	-3.684
	Cost over run	.000	4.199	5.085
	Disputes	.000	-.411	-.271

a. Dependent Variable: Total Abandonment

Regression

Variables Entered/Removeda
Model	Variables Entered	Variables Removed	Method
1	Total Abandonment, Cost over run, Bad public relation, Law suits, Disputes , Time over run, Litigationb	.	Enter

a. Dependent Variable: Suspension of other projects

b. All requested variables entered.

Model Summary
Model	R	R Square	Adjusted R Square	Std. Error of the Estimate
1	.985a	.970	.969	.110

a. Predictors: (Constant), Total Abandonment, Cost over run, Bad public relation, Law suits, Disputes , Time over run, Litigation

ANOVAa
Model		Sum of Squares	df	Mean Square	F	Sig.
1	Regression	144.066	7	20.581	1712.334	.000b
	Residual	4.531	377	.012
	Total	148.597	384

a. Dependent Variable: Suspension of other projects

b. Predictors: (Constant), Total Abandonment, Cost overrun, Bad public relation, Law suits, Disputes , Time over run, Litigation

Coefficientsa
Model		Unstandardized Coefficients		Standardized Coefficients	t	Sig.
Model		B	Std. Error	Beta	t	Sig.
1	(Constant)	3.886	.118		32.839	.000
	Bad public relation	.232	.008	.316	30.533	.000
	Litigation	.286	.020	.679	14.248	.000
	Law suits	-.589	.023	-1.114	-25.741	.000
	Time over run	-2.534	.044	-2.187	-57.712	.000
	Cost over run	2.771	.050	2.570	55.891	.000
	Disputes	.147	.017	.235	8.839	.000
	Total Abandonment	-.260	.020	-.347	-13.289	.000

Coefficientsa
Model		95.0% Confidence Interval for B
Model		Lower Bound	Upper Bound
1	(Constant)	3.653	4.118
	Bad public relation	.217	.247
	Litigation	.247	.325
	Law suits	-.633	-.544
	Time over run	-2.621	-2.448
	Cost over run	2.673	2.868
	Disputes	.115	.180
	Total Abandonment	-.298	-.221

a. Dependent Variable: Suspension of other projects

Regression

Variables Entered/Removeda
Model	Variables Entered	Variables Removed	Method
1	Suspension of other projects, Law suits, Time over run, Total Abandonment, Disputes , Litigation , Cost over runb	.	Enter

a. Dependent Variable: Bad public relation

b. All requested variables entered.

Model Summary
Model	R	R Square	Adjusted R Square	Std. Error of the Estimate
1	.884a	.782	.778	.399

a. Predictors: (Constant), Suspension of other projects, Law suits, Time over run, Total Abandonment, Disputes , Litigation , Cost over run

ANOVAa
Model		Sum of Squares	df	Mean Square	F	Sig.
1	Regression	215.845	7	30.835	193.383	.000b
	Residual	60.113	377	.159
	Total	275.958	384

a. Dependent Variable: Bad public relation

b. Predictors: (Constant), Suspension of other projects, Law suits, Time over run, Total Abandonment, Disputes , Litigation , Cost over run

Coefficientsa
Model		Unstandardized Coefficients		Standardized Coefficients	t
Model		B	Std. Error	Beta	t
1	(Constant)	-10.129	.667		-15.187
	Litigation	-1.025	.074	-1.787	-13.909
	Law suits	2.003	.092	2.783	21.754
	Time over run	8.008	.285	5.071	28.051
	Cost over run	-8.773	.314	-5.972	-27.943
	Disputes	-.501	.061	-.587	-8.153
	Total Abandonment	.687	.079	.673	8.736
	Suspension of other projects	3.073	.101	2.255	30.533

Coefficientsa
Model		Sig.	95.0% Confidence Interval for B
Model		Sig.	Lower Bound	Upper Bound
1	(Constant)	.000	-11.441	-8.818
	Litigation	.000	-1.170	-.880
	Law suits	.000	1.822	2.184
	Time over run	.000	7.447	8.569
	Cost over run	.000	-9.390	-8.156
	Disputes	.000	-.622	-.380
	Total Abandonment	.000	.533	.842
	Suspension of other projects	.000	2.876	3.271

a. Dependent Variable: Bad public relation

Regression

Variables Entered/Removeda
Model	Variables Entered	Variables Removed	Method
1	Bad public relation, Time over run, Disputes , Suspension of other projects, Law suits, Total Abandonment, Cost over runb	.	Enter

a. Dependent Variable: Litigation

b. All requested variables entered.

Model Summary
Model	R	R Square	Adjusted R Square	Std. Error of the Estimate
1	.988a	.977	.976	.227

a. Predictors: (Constant), Bad public relation, Time over run, Disputes , Suspension of other projects, Law suits, Total Abandonment, Cost over run

ANOVAa
Model		Sum of Squares	df	Mean Square	F	Sig.
1	Regression	818.671	7	116.953	2273.779	.000b
	Residual	19.391	377	.051
	Total	838.062	384

a. Dependent Variable: Litigation

b. Predictors: (Constant), Bad public relation, Time over run, Disputes , Suspension of other projects, Law suits, Total Abandonment, Cost over run

Coefficientsa
Model		Unstandardized Coefficients		Standardized Coefficients	t
Model		B	Std. Error	Beta	t
1	(Constant)	-6.329	.354		-17.897
	Law suits	1.432	.027	1.141	52.995
	Time over run	4.236	.183	1.539	23.116
	Cost over run	-4.810	.190	-1.879	-25.257
	Disputes	.209	.036	.140	5.745
	Total Abandonment	.782	.028	.439	28.007
	Suspension of other projects	1.224	.086	.515	14.248
	Bad public relation	-.331	.024	-.190	-13.909

Coefficientsa
Model		Sig.	95.0% Confidence Interval for B
Model		Sig.	Lower Bound	Upper Bound
1	(Constant)	.000	-7.024	-5.633
	Law suits	.000	1.379	1.485
	Time over run	.000	3.875	4.596
	Cost over run	.000	-5.185	-4.436
	Disputes	.000	.137	.280
	Total Abandonment	.000	.727	.837
	Suspension of other projects	.000	1.055	1.393
	Bad public relation	.000	-.378	-.284

a. Dependent Variable: Litigation

Regression

Variables Entered/Removeda
Model	Variables Entered	Variables Removed	Method
1	Litigation , Bad public relation, Time over run, Suspension of other projects, Total Abandonment, Disputes , Cost over runb	.	Enter

a. Dependent Variable: Law suits

b. All requested variables entered.

Model Summary
Model	R	R Square	Adjusted R Square	Std. Error of the Estimate
1	.992a	.984	.984	.149

a. Predictors: (Constant), Litigation , Bad public relation, Time over run, Suspension of other projects, Total Abandonment, Disputes , Cost over run

ANOVAa
Model		Sum of Squares	df	Mean Square	F	Sig.
1	Regression	524.165	7	74.881	3385.543	.000b
	Residual	8.338	377	.022
	Total	532.504	384

a. Dependent Variable: Law suits

b. Predictors: (Constant), Litigation , Bad public relation, Time over run, Suspension of other projects, Total Abandonment, Disputes , Cost over run

Coefficientsa
Model		Unstandardized Coefficients		Standardized Coefficients	t
Model		B	Std. Error	Beta	t
1	(Constant)	5.018	.181		27.769
	Time over run	-3.327	.074	-1.517	-44.713
	Cost over run	3.695	.076	1.811	48.593
	Disputes	-.001	.025	-.001	-.059
	Total Abandonment	-.494	.020	-.348	-25.142
	Suspension of other projects	-1.083	.042	-.572	-25.741
	Bad public relation	.278	.013	.200	21.754
	Litigation	.616	.012	.772	52.995

Coefficientsa
Model		Sig.	95.0% Confidence Interval for B
Model		Sig.	Lower Bound	Upper Bound
1	(Constant)	.000	4.663	5.374
	Time over run	.000	-3.473	-3.181
	Cost over run	.000	3.545	3.844
	Disputes	.953	-.050	.047
	Total Abandonment	.000	-.532	-.455
	Suspension of other projects	.000	-1.166	-1.000
	Bad public relation	.000	.253	.303
	Litigation	.000	.593	.639

a. Dependent Variable: Law suits

APPENDIX 4

Frequency tables for the strategies adopted to prevent delays in church construction projects

Frequencies

Statistics
		Empower the session to supervise construction project	Form a building committee to plan and implement the project	Get a contractor for the project	Session should do the initial planning of the project	Session should mobilize for adequate funds for the project
N	Valid	385	385	385	385	385
N	Missing	0	0	0	0	0
Mean		5.00	4.32	4.89	4.38	4.56
Median		5.00	4.00	5.00	5.00	5.00
Mode		5	4	5	5	5
Std. Deviation		.000	.611	.350	.961	.671

Statistics
		Project committee should report periodically on the project	A consultant is engaged to advice the session on the project	Session ensures that adequate materials are provided for the project
N	Valid	385	385	385
N	Missing	0	0	0
Mean		4.31	4.14	3.97
Median		4.00	4.00	4.00
Mode		5	5	5
Std. Deviation		.746	.832	.990

Frequency Table

Empower the session to supervise construction project
		Frequency	Percent	Valid Percent	Cumulative Percent
Valid	Strongly agree	385	100.0	100.0	100.0

Form a building committee to plan and implement the project
		Frequency	Percent	Valid Percent	Cumulative Percent
Valid	Undecided	30	7.8	7.8	7.8
	Agree	203	52.7	52.7	60.5
	Strongly agree	152	39.5	39.5	100.0
	Total	385	100.0	100.0

Get a contractor for the project
		Frequency	Percent	Valid Percent	Cumulative Percent
Valid	Undecided	4	1.0	1.0	1.0
	Agree	36	9.4	9.4	10.4
	Strongly agree	345	89.6	89.6	100.0
	Total	385	100.0	100.0

Session should do the initial planning of the project
		Frequency	Percent	Valid Percent	Cumulative Percent
Valid	Strongly disagree	18	4.7	4.7	4.7
	Undecided	24	6.2	6.2	10.9
	Agree	118	30.6	30.6	41.6
	Strongly agree	225	58.4	58.4	100.0
	Total	385	100.0	100.0

Session should mobilize for adequate funds for the project
		Frequency	Percent	Valid Percent	Cumulative Percent
Valid	Undecided	39	10.1	10.1	10.1
	Agree	90	23.4	23.4	33.5
	Strongly agree	256	66.5	66.5	100.0
	Total	385	100.0	100.0

Project committee should report periodically on the project
		Frequency	Percent	Valid Percent	Cumulative Percent
Valid	Undecided	66	17.1	17.1	17.1
	Agree	135	35.1	35.1	52.2
	Strongly agree	184	47.8	47.8	100.0
	Total	385	100.0	100.0

A consultant is engaged to advice the session on the project
		Frequency	Percent	Valid Percent	Cumulative Percent
Valid	Undecided	110	28.6	28.6	28.6
	Agree	112	29.1	29.1	57.7
	Strongly agree	163	42.3	42.3	100.0
	Total	385	100.0	100.0

Session ensures that adequate materials are provided for the project
		Frequency	Percent	Valid Percent	Cumulative Percent
Valid	Disagree	24	6.2	6.2	6.2
	Undecided	123	31.9	31.9	38.2
	Agree	80	20.8	20.8	59.0
	Strongly agree	158	41.0	41.0	100.0
	Total	385	100.0	100.0

Regression

Variables Entered/Removeda
Model	Variables Entered	Variables Removed	Method
1	Session ensures that adequate materials are provided for the project, Get a contractor for the project, Session should do the initial planning of the project, Project committee should report periodically on the project, Session should mobilize for adequate funds for the project, A consultant is engaged to advice the session on the projectb	.	Enter

a. Dependent Variable: Form a building committee to plan and implement the project

b. All requested variables entered.

Model Summary
Model	R	R Square	Adjusted R Square	Std. Error of the Estimate
1	.916a	.840	.837	.247

a. Predictors: (Constant), Session ensures that adequate materials are provided for the project, Get a contractor for the project, Session should do the initial planning of the project, Project committee should report periodically on the project, Session should mobilize for adequate funds for the project, A consultant is engaged to advice the session on the project

ANOVAa
Model		Sum of Squares	df	Mean Square	F	Sig.
1	Regression	120.359	6	20.060	329.953	.000b
	Residual	22.981	378	.061
	Total	143.340	384

a. Dependent Variable: Form a building committee to plan and implement the project

b. Predictors: (Constant), Session ensures that adequate materials are provided for the project, Get a contractor for the project, Session should do the initial planning of the project, Project committee should report periodically on the project, Session should mobilize for adequate funds for the project, A consultant is engaged to advice the session on the project

Coefficientsa
Model		Unstandardized Coefficients		Standardized Coefficients	t
Model		B	Std. Error	Beta	t
1	(Constant)	-.446	.234		-1.905
	Get a contractor for the project	-.053	.048	-.031	-1.118
	Session should do the initial planning of the project	.194	.015	.306	13.271
	Session should mobilize for adequate funds for the project	.199	.022	.219	8.922
	Project committee should report periodically on the project	.404	.020	.493	20.352
	A consultant is engaged to advice the session on the project	.569	.023	.775	24.570
	Session ensures that adequate materials are provided for the project	-.210	.018	-.340	-11.928

Coefficientsa
Model		Sig.	95.0% Confidence Interval for B
Model		Sig.	Lower Bound	Upper Bound
1	(Constant)	.058	-.907	.014
	Get a contractor for the project	.264	-.147	.041
	Session should do the initial planning of the project	.000	.166	.223
	Session should mobilize for adequate funds for the project	.000	.155	.243
	Project committee should report periodically on the project	.000	.365	.443
	A consultant is engaged to advice the session on the project	.000	.524	.615
	Session ensures that adequate materials are provided for the project	.000	-.244	-.175

a. Dependent Variable: Form a building committee to plan and implement the project

Regression

Variables Entered/Removeda
Model	Variables Entered	Variables Removed	Method
1	Form a building committee to plan and implement the project, Session should do the initial planning of the project, Session should mobilize for adequate funds for the project, Session ensures that adequate materials are provided for the project, Project committee should report periodically on the project, A consultant is engaged to advice the session on the projectb	.	Enter

a. Dependent Variable: Get a contractor for the project

b. All requested variables entered.

Model Summary
Model	R	R Square	Adjusted R Square	Std. Error of the Estimate
1	.660a	.436	.427	.265

a. Predictors: (Constant), Form a building committee to plan and implement the project, Session should do the initial planning of the project, Session should mobilize for adequate funds for the project, Session ensures that adequate materials are provided for the project, Project committee should report periodically on the project, A consultant is engaged to advice the session on the project

ANOVAa
Model		Sum of Squares	df	Mean Square	F	Sig.
1	Regression	20.474	6	3.412	48.680	.000b
	Residual	26.497	378	.070
	Total	46.971	384

a. Dependent Variable: Get a contractor for the project

b. Predictors: (Constant), Form a building committee to plan and implement the project, Session should do the initial planning of the project, Session should mobilize for adequate funds for the project, Session ensures that adequate materials are provided for the project, Project committee should report periodically on the project, A consultant is engaged to advice the session on the project

Coefficientsa
Model		Unstandardized Coefficients		Standardized Coefficients	t
Model		B	Std. Error	Beta	t
1	(Constant)	3.981	.148		26.862
	Session should do the initial planning of the project	.014	.019	.039	.738
	Session should mobilize for adequate funds for the project	.212	.024	.406	8.810
	Project committee should report periodically on the project	-.144	.030	-.308	-4.817
	A consultant is engaged to advice the session on the project	.320	.037	.761	8.754
	Session ensures that adequate materials are provided for the project	-.141	.021	-.400	-6.753
	Form a building committee to plan and implement the project	-.062	.055	-.108	-1.118

Coefficientsa
Model		Sig.	95.0% Confidence Interval for B
Model		Sig.	Lower Bound	Upper Bound
1	(Constant)	.000	3.690	4.273
	Session should do the initial planning of the project	.461	-.023	.051
	Session should mobilize for adequate funds for the project	.000	.164	.259
	Project committee should report periodically on the project	.000	-.203	-.085
	A consultant is engaged to advice the session on the project	.000	.248	.392
	Session ensures that adequate materials are provided for the project	.000	-.182	-.100
	Form a building committee to plan and implement the project	.264	-.170	.047

a. Dependent Variable: Get a contractor for the project

Regression

Variables Entered/Removeda
Model	Variables Entered	Variables Removed	Method
1	Get a contractor for the project, Session ensures that adequate materials are provided for the project, Session should mobilize for adequate funds for the project, Form a building committee to plan and implement the project, Project committee should report periodically on the project, A consultant is engaged to advice the session on the projectb	.	Enter

a. Dependent Variable: Session should do the initial planning of the project

b. All requested variables entered.

Model Summary
Model	R	R Square	Adjusted R Square	Std. Error of the Estimate
1	.675a	.456	.447	.715

a. Predictors: (Constant), Get a contractor for the project, Session ensures that adequate materials are provided for the project, Session should mobilize for adequate funds for the project, Form a building committee to plan and implement the project, Project committee should report periodically on the project, A consultant is engaged to advice the session on the project

ANOVAa
Model		Sum of Squares	df	Mean Square	F	Sig.
1	Regression	161.703	6	26.951	52.738	.000b
	Residual	193.169	378	.511
	Total	354.873	384

a. Dependent Variable: Session should do the initial planning of the project

b. Predictors: (Constant), Get a contractor for the project, Session ensures that adquate materials are provided for the project, Session should mobilize for adequate funds for the project, Form a building committee to plan and implement the project, Project committee should report periodically on the project, A consultant is engaged to advice the session on the project

Coefficientsa
Model		Unstandardized Coefficients		Standardized Coefficients	t
Model		B	Std. Error	Beta	t
1	(Constant)	3.375	.660		5.113
	Session should mobilize for adequate funds for the project	-.267	.070	-.187	-3.828
	Project committee should report periodically on the project	-.654	.076	-.508	-8.589
	A consultant is engaged to advice the session on the project	-1.214	.088	-1.050	-13.718
	Session ensures that adequate materials are provided for the project	.633	.050	.652	12.624
	Form a building committee to plan and implement the project	1.634	.123	1.039	13.271
	Get a contractor for the project	.102	.139	.037	.738

Coefficientsa
Model		Sig.	95.0% Confidence Interval for B
Model		Sig.	Lower Bound	Upper Bound
1	(Constant)	.000	2.077	4.673
	Session should mobilize for adequate funds for the project	.000	-.405	-.130
	Project committee should report periodically on the project	.000	-.804	-.505
	A consultant is engaged to advice the session on the project	.000	-1.388	-1.040
	Session ensures that adequate materials are provided for the project	.000	.534	.731
	Form a building committee to plan and implement the project	.000	1.392	1.877
	Get a contractor for the project	.461	-.170	.375

a. Dependent Variable: Session should do the initial planning of the project

Regression

Variables Entered/Removeda
Model	Variables Entered	Variables Removed	Method
1	Session should do the initial planning of the project, Project committee should report periodically on the project, Get a contractor for the project, Session ensures that adequate materials are provided for the project, A consultant is engaged to advice the session on the project , Form a building committee to plan and implement the projectb	.	Enter

a. Dependent Variable: Session should mobilize for adequate funds for the project

b. All requested variables entered.

Model Summary
Model	R	R Square	Adjusted R Square	Std. Error of the Estimate
1	.645a	.416	.407	.517

a. Predictors: (Constant), Session should do the initial planning of the project, Project committee should report periodically on the project, Get a contractor for the project, Session ensures that adequate materials are provided for the project, A consultant is engaged to advice the session on the project , Form a building committee to plan and implement the project

ANOVAa
Model		Sum of Squares	df	Mean Square	F	Sig.
1	Regression	71.842	6	11.974	44.880	.000b
	Residual	100.849	378	.267
	Total	172.691	384

a. Dependent Variable: Session should mobilize for adequate funds for the project

b. Predictors: (Constant), Session should do the initial planning of the project, Project committee should report periodically on the project, Get a contractor for the project, Session ensures that adequate materials are provided for the project, A consultant is engaged to advice the session on the project , Form a building committee to plan and implement the project

Coefficientsa
Model		Unstandardized Coefficients		Standardized Coefficients	t
Model		B	Std. Error	Beta	t
1	(Constant)	.016	.493		.032
	Project committee should report periodically on the project	-.174	.060	-.193	-2.916
	A consultant is engaged to advice the session on the project	-.849	.065	-1.053	-13.073
	Session ensures that adquate materials are provided for the project	.432	.037	.638	11.661
	Form a building committee to plan and implement the project	.874	.098	.796	8.922
	Get a contractor for the project	.805	.091	.420	8.810
	Session should do the initial planning of the project	-.140	.036	-.200	-3.828

Coefficientsa
Model		Sig.	95.0% Confidence Interval for B
Model		Sig.	Lower Bound	Upper Bound
1	(Constant)	.975	-.954	.985
	Project committee should report periodically on the project	.004	-.291	-.057
	A consultant is engaged to advice the session on the project	.000	-.976	-.721
	Session ensures that adequate materials are provided for the project	.000	.359	.505
	Form a building committee to plan and implement the project	.000	.681	1.066
	Get a contractor for the project	.000	.626	.985
	Session should do the initial planning of the project	.000	-.211	-.068

a. Dependent Variable: Session should mobilize for adequate funds for the project

Regression

Variables Entered/Removeda
Model	Variables Entered	Variables Removed	Method
1	Session should mobilize for adequate funds for the project, A consultant is engaged to advice the session on the project , Session should do the initial planning of the project, Get a contractor for the project, Session ensures that adquate materials are provided for the project, Form a building committee to plan and implement the projectb	.	Enter

a. Dependent Variable: Project committee should report periodically on the project

b. All requested variables entered.

Model Summary
Model	R	R Square	Adjusted R Square	Std. Error of the Estimate
1	.810a	.655	.650	.441

a. Predictors: (Constant), Session should mobilize for adequate funds for the project, A consultant is engaged to advice the session on the project , Session should do the initial planning of the project, Get a contractor for the project, Session ensures that adequate materials are provided for the project, Form a building committee to plan and implement the project

ANOVAa
Model		Sum of Squares	df	Mean Square	F	Sig.
1	Regression	140.163	6	23.361	119.862	.000b
	Residual	73.670	378	.195
	Total	213.834	384

a. Dependent Variable: Project committee should report periodically on the project

b. Predictors: (Constant), Session should mobilize for adequate funds for the project, A consultant is engaged to advice the session on the project , Session should do the initial planning of the project, Get a contractor for the project, Session ensures that adequate materials are provided for the project, Form a building committee to plan and implement the project

Coefficientsa
Model		Unstandardized Coefficients		Standardized Coefficients	t
Model		B	Std. Error	Beta	t
1	(Constant)	3.454	.382		9.037
	A consultant is engaged to advice the session on the project	-.520	.061	-.580	-8.493
	Session ensures that adquate materials are provided for the project	.264	.034	.351	7.698
	Form a building committee to plan and implement the project	1.295	.064	1.060	20.352
	Get a contractor for the project	-.401	.083	-.188	-4.817
	Session should do the initial planning of the project	-.250	.029	-.321	-8.589
	Session should mobilize for adequate funds for the project	-.127	.043	-.114	-2.916

Coefficientsa
Model		Sig.	95.0% Confidence Interval for B
Model		Sig.	Lower Bound	Upper Bound
1	(Constant)	.000	2.703	4.206
	A consultant is engaged to advice the session on the project	.000	-.641	-.400
	Session ensures that adequate materials are provided for the project	.000	.197	.332
	Form a building committee to plan and implement the project	.000	1.170	1.420
	Get a contractor for the project	.000	-.565	-.237
	Session should do the initial planning of the project	.000	-.307	-.192
	Session should mobilize for adequate funds for the project	.004	-.212	-.041

a. Dependent Variable: Project committee should report periodically on the project

Regression

Variables Entered/Removeda
Model	Variables Entered	Variables Removed	Method
1	Project committee should report periodically on the project, Session should do the initial planning of the project, Session should mobilize for adequate funds for the project, Get a contractor for the project, Session ensures that adequate materials are provided for the project, Form a building committee to plan and implement the projectb	.	Enter

a. Dependent Variable: A consultant is engaged to advice the session on the project

b. All requested variables entered.

Model Summary
Model	R	R Square	Adjusted R Square	Std. Error of the Estimate
1	.914a	.836	.833	.340

a. Predictors: (Constant), Project committee should report periodically on the project, Session should do the initial planning of the project, Session should mobilize for adequate funds for the project, Get a contractor for the project, Session ensures that adequate materials are provided for the project, Form a building committee to plan and implement the project

ANOVAa
Model		Sum of Squares	df	Mean Square	F	Sig.
1	Regression	222.112	6	37.019	321.002	.000b
	Residual	43.592	378	.115
	Total	265.704	384

a. Dependent Variable: A consultant is engaged to advice the session on the project

b. Predictors: (Constant), Project committee should report periodically on the project, Session should do the initial planning of the project, Session should mobilize for adequate funds for the project, Get a contractor for the project, Session ensures that adequate materials are provided for the project, Form a building committee to plan and implement the project

Coefficientsa
Model		Unstandardized Coefficients		Standardized Coefficients	t
Model		B	Std. Error	Beta	t
1	(Constant)	-.471	.323		-1.457
	Session ensures that adequate materials are provided for the project	.397	.020	.472	20.107
	Form a building committee to plan and implement the project	1.080	.044	.793	24.570
	Get a contractor for the project	.527	.060	.221	8.754
	Session should do the initial planning of the project	-.274	.020	-.317	-13.718
	Session should mobilize for adequate funds for the project	-.367	.028	-.296	-13.073
	Project committee should report periodically on the project	-.308	.036	-.276	-8.493

Coefficientsa
Model		Sig.	95.0% Confidence Interval for B
Model		Sig.	Lower Bound	Upper Bound
1	(Constant)	.146	-1.107	.165
	Session ensures that adequate materials are provided for the project	.000	.358	.436
	Form a building committee to plan and implement the project	.000	.994	1.166
	Get a contractor for the project	.000	.408	.645
	Session should do the initial planning of the project	.000	-.313	-.235
	Session should mobilize for adequate funds for the project	.000	-.422	-.312
	Project committee should report periodically on the project	.000	-.379	-.237

a. Dependent Variable: A consultant is engaged to advice the session on the project

Regression

Variables Entered/Removeda
Model	Variables Entered	Variables Removed	Method
1	A consultant is engaged to advice the session on the project , Session should mobilize for adequate funds for the project, Session should do the initial planning of the project, Project committee should report periodically on the project, Get a contractor for the project, Form a building committee to plan and implement the projectb	.	Enter

a. Dependent Variable: Session ensures that adequate materials are provided for the project

b. All requested variables entered.

Model Summary
Model	R	R Square	Adjusted R Square	Std. Error of the Estimate
1	.787a	.620	.614	.615

a. Predictors: (Constant), A consultant is engaged to advice the session on the project , Session should mobilize for adequate funds for the project, Session should do the initial planning of the project, Project committee should report periodically on the project, Get a contractor for the project, Form a building committee to plan and implement the project

ANOVAa
Model		Sum of Squares	df	Mean Square	F	Sig.
1	Regression	233.513	6	38.919	102.842	.000b
	Residual	143.048	378	.378
	Total	376.561	384

a. Dependent Variable: Session ensures that adequate materials are provided for the project

b. Predictors: (Constant), A consultant is engaged to advice the session on the project , Session should mobilize for adequate funds for the project, Session should do the initial planning of the project, Project committee should report periodically on the project, Get a contractor for the project, Form a building committee to plan and implement the project

Coefficientsa
Model		Unstandardized Coefficients		Standardized Coefficients	t
Model		B	Std. Error	Beta	t
1	(Constant)	.877	.586		1.497
	Form a building committee to plan and implement the project	-1.305	.109	-.805	-11.928
	Get a contractor for the project	-.762	.113	-.269	-6.753
	Session should do the initial planning of the project	.469	.037	.455	12.624
	Session should mobilize for adequate funds for the project	.613	.053	.415	11.661
	Project committee should report periodically on the project	.513	.067	.387	7.698
	A consultant is engaged to advice the session on the project	1.302	.065	1.094	20.107

Coefficientsa
Model		Sig.	95.0% Confidence Interval for B
Model		Sig.	Lower Bound	Upper Bound
1	(Constant)	.135	-.275	2.028
	Form a building committee to plan and implement the project	.000	-1.520	-1.090
	Get a contractor for the project	.000	-.984	-.540
	Session should do the initial planning of the project	.000	.396	.542
	Session should mobilize for adequate funds for the project	.000	.509	.716
	Project committee should report periodically on the project	.000	.382	.644
	A consultant is engaged to advice the session on the project	.000	1.175	1.430

a. Dependent Variable: Session ensures that adequate materials are provided for the project

APPENDIX 5

Frequency tables on the demography of the respondents

Frequencies

Statistics
		What is your sex?	What is your marital status?	How old were you at your last birthday?	What is your highest level of education attained?	What is your main occupation?
N	Valid	385	385	385	385	385
N	Missing	0	0	0	0	0
Mean		1.34	1.90		5.30	5.25
Median		1.00	2.00		6.00	5.00
Mode		1	2		6	8
Std. Deviation		.474	.584		1.346	2.671

Statistics
		Which range do your monthly income falls?	Who is responsible for the church construction project?	Are there any outlined processes the church needs to go through before they start any major contraction project?
N	Valid	385	385	385
N	Missing	0	0	0
Mean		3.10	1.98	1.38
Median		3.00	2.00	1.00
Mode		2	2	1
Std. Deviation		1.270	.442	.486

Frequency Table

What is your sex?
		Frequency	Percent	Valid Percent	Cumulative Percent
Valid	Male	254	66.0	66.0	66.0
	Female	131	34.0	34.0	100.0
	Total	385	100.0	100.0

What is your marital status?
		Frequency	Percent	Valid Percent	Cumulative Percent
Valid	Single	71	18.4	18.4	18.4
	Married	298	77.4	77.4	95.8
	Divorced	16	4.2	4.2	100.0
	Total	385	100.0	100.0

How old were you at your last birthday?
		Frequency	Percent	Valid Percent	Cumulative Percent
Valid	(16 - 25)Years	7	1.8	1.8	1.8
	(26 -30)Years	43	11.2	11.2	13.0
	(31 - 40)Years	122	31.7	31.7	44.7
	(41 - 50)Years	172	44.7	44.7	89.4
	Above 51 Years	41	10.6	10.6	100.0
	Total	385	100.0	100.0

What is your highest level of education attained?
		Frequency	Percent	Valid Percent	Cumulative Percent
Valid	No Education	10	2.6	2.6	2.6
	Primary Education	8	2.1	2.1	4.7
	JHS/Middle School	30	7.8	7.8	12.5
	SHS/Secondary	48	12.5	12.5	24.9
	Voc/Comm./Tech	14	3.6	3.6	28.6
	Tertiary	268	69.6	69.6	98.2
	8	7	1.8	1.8	100.0
	Total	385	100.0	100.0

What is your main occupation?
		Frequency	Percent	Valid Percent	Cumulative Percent
Valid	Unemployed	43	11.2	11.2	11.2
	Trading/Business	43	11.2	11.2	22.3
	Skilled labour/artisan	48	12.5	12.5	34.8
	Unskilled lobour	17	4.4	4.4	39.2
	Teaching	55	14.3	14.3	53.5
	Farming	26	6.8	6.8	60.3
	Office Worker	153	39.7	39.7	100.0
	Total	385	100.0	100.0

Which range do your monthly income falls?
		Frequency	Percent	Valid Percent	Cumulative Percent
Valid	Less than GH 5000.00	25	6.5	6.5	6.5
	GH 500.00 -- GH 1,000.00	131	34.0	34.0	40.5
	GH 1000.01 -- GH 1,500.00	94	24.4	24.4	64.9
	GH 1,500.01 -- GH 2,000.00	56	14.5	14.5	79.5
	GH 2,500.00 -- GH 3,000.00	75	19.5	19.5	99.0
	Greater than 3,000.00	4	1.0	1.0	100.0
	Total	385	100.0	100.0

Who is responsible for the church construction project?
		Frequency	Percent	Valid Percent	Cumulative Percent
Valid	The minster in charge	41	10.6	10.6	10.6
	The session	310	80.5	80.5	91.2
	Project committee	34	8.8	8.8	100.0
	Total	385	100.0	100.0

Are there any outlined processes the church needs to go through before they start any major contraction project?
		Frequency	Percent	Valid Percent	Cumulative Percent
Valid	Yes	239	62.1	62.1	62.1
	No	146	37.9	37.9	100.0
	Total	385	100.0	100.0

sample

Geography

Figure1: Delays in construction project

Figure 2: Categories of Delay

Table 1: Population growth in Akuapem Presbytery in 2011-2015

Table 2: Determination of Sample Size

Table 3: Plan for Data Analysis for the research question

Table 4: Sex of participants

Table 5: Respondents Age

Table 6: Marital Status of participants

Table 7: Education level of participants

Table 8: Respondents occupation

Figure3: A pie chart showing the key individuals of the Church construction project; the figure makes a demonstration of the persons having the onus of the projects concerning the construction of churches

Figure4: The outlined processes that need to be passed for a construction project

Table 9: Factors impacting delays in the construction projects of Church

Table 10: Critical delay factors affecting project of church construction

Table 11: Influence of delays on construction project of the church

Table 12: Effects significance in construction project of church

Table 13: Strategies to develop efficiency to execute church construction project

Table 14: Strategy significance in the construction project of the church

Table 15: Summarisation of the strategies to de adapted to resolve delays in church construction project

Table 16: Summarisation of the analysis of the critical components of delay in the construction project of the church

Table 17: Summarisation of the statistical data on the impact of delays on the construction project of the church

Table 18: Summary of the statistical analysis of strategies used for effective project management of church construction

Table 19: Conclusion of the research question

Figure 5: Strcture to be maintained for effective execution of church construction project in Akuapem Presbytery of the Presbytery Church of Ghana

Questionnaire

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