Ijraset Journal For Research in Applied Science and Engineering Technology
Authors: Amol Garad, Ajay Shelorkar
DOI Link: https://doi.org/10.22214/ijraset.2023.52978
Certificate: View Certificate
The objective of this thesis is to propose a decision support tool for contractors to assess the likelihood of risks in water supply system projects before the execution stage. The approach combines fuzzy logic with the relative importance index (RII) method to quantify the probability of these risks. By conducting a comprehensive literature review and expert interviews, a total of 51 distinct risk factors were identified and categorized into seven groups. The RII method was employed to determine the relative importance of each risk factor, and the ranking of both the factors and groups was established based on their level of importance. The case study results facilitated a discussion on the most influential factors and groups that require attention in terms of risk probability. The outcomes were deemed satisfactory and appropriate for the purpose of this thesis.
I. INTRODUCTION
In developing countries like India, intermittent water supply systems face various shortcomings, including inadequate and poorly designed infrastructure, operational and maintenance issues, and economic constraints. Many areas experience insufficient quantity and sub-standard quality of water at the consumer end, leading to unsatisfactory service levels in the water sector even after the country’s independence. With an estimated 50% of the population projected to live in urban areas by 2050, ensuring a safe and continuous water supply poses a significant challenge for water engineers. Despite the benchmarks set by the Government of India (GoI), all cities currently provide intermittent water supply to their population. However, some cities, under the GoI’s initiative, are taking steps to convert their existing intermittent water supply systems into continuous systems to enhance service quality.
A. Need of the study
While undertaking water supply projects in India, there are various risks and challenges that arise during the project’s completion. These risks are influenced by numerous factors during the execution phase of any 24x7 water supply project under the DMA (Demand Management Area). It has been observed that project execution often encounters problems and risks. Therefore, it is crucial to identify and analyze these risks during the execution stage of the project life cycle. This proactive approach will help mitigate risks for both the public and private sectors, ensuring timely project delivery to the public. Conducting an in-depth study on this topic will facilitate effective management of the Construction, Operation & Maintenance, and Transfer phases while also aiding in risk identification.
B. Objectives
II. REVIEW OF LITERATURE
Some theoretical and analytical investigations performed in this field are presented in the following literature survey.
III. METHODOLOGY
In this, participants with experience in the construction of water supply projects were surveyed using a questionnaire method to evaluate the risks and their impact on the construction process. The questionnaire was developed based on an examination of the existing literature, which explored the risks and factors associated with water supply system construction projects, specifically focusing on the Nashik Smart City. The questionnaires were analysed by using Relative Importance Index Method (RII). RII is to determine the relative importance of various risk factors. The five - point scale ranged from 1 (less influencing or very less severe) to 5 (more influencing or extremely high severe) is adopted and transformed to relative importance indices (RII) for each factor as follows:
IV. RESULTS ANALYSIS AND DISCUSSIONS
The Risk groups are further divided into various risk factors as shown in table below.
Table 1 Risk due to natural and social factors Table 2 Risks due to contracts
Sr. No. |
Sub-factors |
|
Sr. No. |
Sub-factors |
1 |
Volatility in raw material prices |
|
1 |
Implicit transaction to sign the contract (Collusion) |
2 |
Volatility in the labour market |
|
2 |
Due to uncertain and unclear contract terms |
3 |
Fluctuations in capital market |
|
3 |
Due to changes or additions to the terms of the contract |
4 |
Changes in weather, climate, and natural disasters |
|
4 |
Terms of responsibility of the two parties are not clear |
5 |
Policy changes |
|
5 |
Contract price adjustment clause |
6 |
Caused by topography and geology |
|
6 |
Cause of contract dispute |
7 |
Caused by security |
|
|
|
8 |
Construction site is unfavourable & overlapping with other work items |
|
|
|
9 |
Cause of pandemic |
|
|
|
Table 3 Risk due to Project Management Table 4 Risk due to Economy
Sr. No. |
Sub-factors |
|
Sr. No. |
Sub-factors |
1 |
Construction project supervisor is not good |
|
1 |
Caused by the financial resources of the investor |
2 |
Poor construction safety management |
|
2 |
Investor is slow to pay the contractor |
3 |
Poor coordination of the investor and general contractor |
|
3 |
Financial capacity of the contractor |
4 |
Quality control of materials |
|
4 |
Construction ground clearance compensation is overly complicated |
5 |
Poor management information system |
|
5 |
Due to risks of inflation |
6 |
Not enough human resources to manage the project |
|
6 |
Due to fluctuations in interest rates of bank |
7 |
Staff's management capacity is not good |
|
7 |
Changes in tax policies |
8 |
Due to repairs after the commissioning test |
|
|
|
9 |
Poor access to operation management technology |
|
|
|
Table 5 Risks due to Design Consulting Work Table 6 Risks due to Contractor’s Construction capacity
Sr. No. |
Sub-factors |
|
Sr. No. |
Sub-factors |
1 |
Capacity of construction supervision consultancy |
|
1 |
Construction crews' capacity |
2 |
Capacity of the design consultant |
|
2 |
Investment in purchasing asynchronous and poor-quality equipment |
3 |
Use of typical design drawings & lack of actual correction |
|
3 |
Weak technical capacity of the general contractor |
4 |
Incorrect use of Technical Standards |
|
4 |
Poor technical skills and human resources |
5 |
Using the job code in the incorrect estimation |
|
5 |
Not enough technical workforce |
6 |
Calculation of the quantity of materials of the consultant is incorrect |
|
6 |
Poor finished product |
7 |
Due to the field experiment |
|
|
|
Table 7 Risks due to Administrative and Legal procedures
Sr. No. |
Sub-factors |
1 |
Construction unit lacks understanding of law |
2 |
Relationship of the investor, the contractor with the competent agency to the project |
3 |
Local construction management regulations |
4 |
Complicated administrative procedures |
5 |
Adjustment of the project’s scale of the investor |
6 |
Causes of labour safety |
7 |
Changes in laws, regulations, standards, etc. |
Following are the readings which were collected from 64 responses with the help of Google Form Questionnaire-
Table 8 RII of risk attributes
Code |
Categories |
Degree of its contribution where risk occurs |
Sum |
RII |
||||
1 |
2 |
3 |
4 |
5 |
||||
|
||||||||
RNSF1 |
Volatility in raw material prices |
5 |
7 |
13 |
29 |
10 |
64 |
0.70 |
RNSF2 |
Volatility in the labour market |
3 |
7 |
18 |
28 |
8 |
64 |
0.70 |
RNSF3 |
Fluctuations in capital market |
2 |
10 |
19 |
27 |
6 |
64 |
0.68 |
RNSF4 |
Changes in weather, climate, and natural disasters |
7 |
9 |
20 |
15 |
13 |
64 |
0.66 |
RNSF5 |
Policy changes |
5 |
18 |
19 |
15 |
7 |
64 |
0.60 |
RNSF6 |
Caused by topography and geology |
8 |
10 |
19 |
20 |
7 |
64 |
0.63 |
RNSF7 |
Caused by security |
11 |
10 |
21 |
16 |
6 |
64 |
0.59 |
RNSF8 |
Construction site is unfavourable & overlapping with other work items |
6 |
6 |
27 |
16 |
9 |
64 |
0.65 |
RNSF9 |
Cause of pandemic |
3 |
15 |
14 |
23 |
9 |
64 |
0.66 |
|
||||||||
RC1 |
Implicit transaction to sign the contract (Collusion) |
5 |
19 |
18 |
20 |
2 |
64 |
0.58 |
RC2 |
Due to uncertain and unclear contract terms |
5 |
12 |
16 |
25 |
6 |
64 |
0.65 |
RC3 |
Due to changes or additions to the terms of the contract |
3 |
19 |
12 |
21 |
9 |
64 |
0.64 |
RC4 |
Terms of responsibility of the two parties are not clear |
7 |
14 |
12 |
24 |
7 |
64 |
0.63 |
RC5 |
Contract price adjustment clause |
6 |
16 |
15 |
20 |
7 |
64 |
0.62 |
RC6 |
Cause of contract dispute |
4 |
11 |
17 |
24 |
8 |
64 |
0.67 |
|
||||||||
RE1 |
Caused by the financial resources of the investor |
7 |
7 |
16 |
26 |
8 |
64 |
0.67 |
RE2 |
Investor is slow to pay the contractor |
4 |
11 |
13 |
25 |
11 |
64 |
0.69 |
RE3 |
Financial capacity of the contractor |
5 |
7 |
14 |
23 |
15 |
64 |
0.71 |
RE4 |
Construction ground clearance compensation is overly complicated |
5 |
13 |
10 |
24 |
12 |
64 |
0.68 |
RE5 |
Due to risks of inflation |
3 |
5 |
12 |
25 |
19 |
64 |
0.76 |
RE6 |
Due to fluctuations in interest rates of bank |
5 |
10 |
12 |
25 |
12 |
64 |
0.69 |
RE7 |
Changes in tax policies |
3 |
9 |
17 |
23 |
12 |
64 |
0.70 |
|
||||||||
RPM1 |
Construction project supervisor is not good |
7 |
12 |
10 |
24 |
11 |
64 |
0.66 |
RPM2 |
Poor construction safety management |
6 |
11 |
10 |
22 |
15 |
64 |
0.69 |
RPM3 |
Poor coordination of the investor and general contractor |
5 |
11 |
13 |
23 |
12 |
64 |
0.68 |
RPM4 |
Quality control of materials |
9 |
10 |
11 |
22 |
12 |
64 |
0.66 |
RPM5 |
Poor management information system |
5 |
16 |
8 |
19 |
16 |
64 |
0.68 |
RPM6 |
Not enough human resources to manage the project |
3 |
14 |
17 |
20 |
10 |
64 |
0.66 |
RPM7 |
Staff's management capacity is not good |
7 |
11 |
12 |
26 |
8 |
64 |
0.65 |
RPM8 |
Due to repairs after the commissioning test |
7 |
9 |
15 |
21 |
12 |
64 |
0.67 |
RPM9 |
Poor access to operation management technology |
7 |
11 |
14 |
23 |
9 |
64 |
0.65 |
|
||||||||
RDCW1 |
Capacity of construction supervision consultancy |
8 |
9 |
12 |
21 |
14 |
64 |
0.68 |
RDCW2 |
Capacity of the design consultant |
5 |
12 |
13 |
22 |
12 |
64 |
0.68 |
RDCW3 |
Use of typical design drawings & lack of actual correction |
3 |
8 |
12 |
22 |
19 |
64 |
0.74 |
RDCW4 |
Incorrect use of Technical Standards |
5 |
9 |
10 |
27 |
13 |
64 |
0.71 |
RDCW5 |
Using the job code in the incorrect estimation |
3 |
9 |
12 |
25 |
15 |
64 |
0.73 |
RDCW6 |
Calculation of the quantity of materials of the consultant is incorrect |
4 |
11 |
9 |
21 |
19 |
64 |
0.73 |
RDCW7 |
Due to the field experiment |
5 |
10 |
10 |
27 |
12 |
64 |
0.70 |
|
||||||||
RCCC1 |
Construction crews’ capacity |
12 |
10 |
13 |
19 |
10 |
64 |
0.62 |
RCCC2 |
Investment in purchasing asynchronous and poor-quality equipment |
7 |
14 |
13 |
20 |
10 |
64 |
0.64 |
RCCC3 |
Weak technical capacity of the general contractor |
7 |
10 |
16 |
19 |
12 |
64 |
0.66 |
RCCC4 |
Poor technical skills and human resources |
5 |
10 |
13 |
23 |
13 |
64 |
0.69 |
RCCC5 |
Not enough technical workforce |
4 |
9 |
15 |
22 |
14 |
64 |
0.70 |
RCCC6 |
Poor finished product |
6 |
10 |
13 |
18 |
17 |
64 |
0.69 |
|
||||||||
RALP1 |
Construction unit lacks understanding of law |
11 |
10 |
10 |
27 |
6 |
64 |
0.62 |
RALP2 |
Relationship of the investor, the contractor with the competent agency to the project |
6 |
7 |
19 |
25 |
7 |
64 |
0.66 |
RALP3 |
Local construction management regulations |
2 |
11 |
19 |
24 |
8 |
64 |
0.68 |
RALP4 |
Complicated administrative procedures |
2 |
8 |
17 |
26 |
11 |
64 |
0.71 |
RALP5 |
Adjustment of the project’s scale of the investor |
2 |
11 |
15 |
28 |
8 |
64 |
0.69 |
RALP6 |
Causes of labour safety |
6 |
17 |
11 |
19 |
11 |
64 |
0.64 |
RALP7 |
Changes in laws, regulations, standards, etc. |
7 |
10 |
16 |
22 |
9 |
64 |
0.65 |
The first objective was to identify the risk factors in 24x7 water supply scheme projects. Through an extensive literature review and expert interviews with a prominent construction company, a total of fifty-one (51) risk factors were identified. The second objective was to quantify the relative importance of the identified risk factors and demonstrate their ranking. This objective was accomplished by conducting interviews with a panel of experts. All factors and groups were ranked based on their computed relative importance indices, with the most and least crucial factors and groups identified accordingly. The third objective was achieved from Table 8 RII of risk attributes. Each important risk factor was marked according to their RII value, whether it is high or low. Risks associated with design consulting work were the most influencing group and needs to be looked after to avoid future risks.
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Copyright © 2023 Amol Garad, Ajay Shelorkar. This is an open access article distributed under the Creative Commons Attribution License, which permits unrestricted use, distribution, and reproduction in any medium, provided the original work is properly cited.
Paper Id : IJRASET52978
Publish Date : 2023-05-25
ISSN : 2321-9653
Publisher Name : IJRASET
DOI Link : Click Here