INTERNATIONAL JOURNAL OF RESEARCH AND INNOVATION IN APPLIED SCIENCE (IJRIAS)

ISSN No. 2454-6194 | DOI: 10.51584/IJRIAS | Volume X Issue X October2025

Assessment of Factors for Improving Construction Projects Scheduling

Yusuf S.U¹; B.A Kolo²; Y. Asmau ³; H.A Ahmadu⁴; Y.J Gandu⁵; P.E.J Anavhe⁶

¹²³⁴⁶Department of Quantity Surveying, Ahmadu Bello University, Zaria Nigeria

⁵Department of Quantity Surveying, Bingham University Karu, Nasarawa State Nigeria

DOI: https://dx.doi.org/10.51584/IJRIAS.2025.10100000184

Received: 29 October 2025; Accepted: 05 November 2025; Published: 22 November 2025

ABSTRACT

Successful projects delivery are products of constructive construction planning and scheduling put in place

ahead of time. However, lack of expertise for preparing an effective project schedule by constructors is a major

challenge to projects time. This study employed quantitative research to assess factors that improve

construction project scheduling with a hope of improving the expertise of practitioners. A questionnaire survey

was used to generate data. Descriptive and inferential statistics using IBM SPSS 23.0 were used to analyse the

data. Thirty-six (36) factors were identified in literature and examined. Results indicated that “estimating the

number of work periods needed to complete individual activities with estimated resources” was an extremely

significant factor in project scheduling with an index value of 0.904. “Developing a work breakdown

structure” when preparing a schedule was extremely significant. Further, “Defining the activities needed to

complete the work” most greatly determine the improvement of the project scheduling processes with index

value of 0.918. The study recommends that practitioners pay attention on the identified factors when preparing

schedules which can be incorporated into projects scheduling tools and techniques. This will ensure proper

planning and scheduling for construction projects in Nigeria.

Key words: Construction Management; estimating; Projects Scheduling; Planning Tools; Supply Chain; Work

Breakdown Structure

INTRODUCTION

Successful delivery of projects relies heavily on effective construction planning and scheduling. Moradi and

Sormunen (2022) emphasized the pivotal role of planning in project management. However, concerns have

arisen regarding the perceived lack of relevance of construction schedules in the day-to-day operations of

construction projects. In addition, it is challenging to implement and adhere to plans, and poor implementation

often leads to the need for unplanned compression of schedules to make up for lost time. Notably, proper

planning is essential for the effective management of both human and material resources in construction

projects (Chen et al., 2020). The construction industry's complex and dynamic nature introduces uncertainty,

risk and demanding time constraints (Shamp, 2017). Consequently, the effects of construction delays on costs

are of fundamental importance in project planning and execution (Blanc-Brude & Makovsek, 2013).

Construction management experiences series of distinct and independent challenges in comprehensive and new

construction projects, separate from business planning and funding processes (Porwal & Hewage, 2013). Bid

challenges and scheduling issues emerge shortly after the approval of funding or business plans, leading to

project managers grappling with time delays, cost overruns, and quality defects (Meng, 2012). Cost and

scheduling overruns present significant challenges in construction projects and contribute to project delays

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INTERNATIONAL JOURNAL OF RESEARCH AND INNOVATION IN APPLIED SCIENCE (IJRIAS)

ISSN No. 2454-6194 | DOI: 10.51584/IJRIAS | Volume X Issue X October2025

(Meng, 2012). A range of factors leads to cost and schedule overruns, impacting business and stakeholders'

profits (Ramanathan, Narayanan, & Idrus, 2012).

Overruns and schedule delays are prevalent in construction projects, particularly in developing countries like

those in West Africa, where mounting cost overruns and schedule delays have been reported (Hatamleh et al.,

2018). The importance of project schedule management and its role in ensuring timely project completion

cannot be overstated (PMBOK, 2017). Project scheduling involves arranging, controlling, and optimizing work

and workloads, contributing significantly to project success (Griebenow, 2017). An effective schedule

management plan includes outlining the work breakdown structure, identifying interdependencies among

activities, sequencing tasks, estimating task duration, and managing risks (Beleiu, Crisan, & Nistor, 2016). The

inability of project managers to deliver construction projects on time underscores the lack of understanding and

application of project planning and scheduling theory in construction (Kassandra & Suhartono, 2018).

The global construction industry faces challenges due to insufficient attention to effective project planning and

preplanning stages, impacting project performance (Martinelli & Milosevic, 2016). Overall project processes

and requirements play a vital role in developing a project schedule, and overlooking planning issues often

results in unsatisfactory project performance (Lee et al., 2018). While several aspects influence the scheduling

process, limited attention has been given to specific planning issues and their impact on scheduling.

Challenges in construction project scheduling have been reported in Nigeria (Ogumsemi & Jagboro, 2006; Ma,

Cu & Li, 2015; Farshchian, Heravi, and AbouRizk, 2017). Current construction management research focuses

on scheduling approaches, tools, techniques, and performance (Sham, 2013; Nlemchukwu, 2017; Su et al.,

2018; Rostami et al., 2017; Kannimuthu, 2019; Li et al., 2017). Various authors have pointed out that poor

scheduling performance is due to ineffective schedule preparation and management by construction managers

(Michael et al., 2018; Mubbarak, 2015; Martinelli & Milosevic, 2016).

It is essential to address the lack of research in scheduling procedures within the Nigerian construction industry

to improve project delivery. Evaluation of the existing knowledge base on scheduling processes is necessary to

enhance comprehension of essential procedures crucial for proficient planning and overseeing the timely

completion of construction projects. The research aims to address specific questions related to scheduling

processes and factors for improving construction project scheduling.

Construction Industry

The Construction Industry (CI) is crucial for the overall development of an economy, especially in rapidly

growing economies like India. With an average annual growth rate of 8-10%, construction projects are the

primary mode of building and represent the largest government asset in many developing countries. Engineers

manage over 90% of construction projects, highlighting their pivotal role in the industry.

In many developing nations especially across Africa governments prioritize infrastructure development

through the construction, rehabilitation, and maintenance of key assets. In the case of Nigeria, a notable

indicator of progress is the growing activity within its construction industry. This positive trend is offset by

systemic challenges, including significant industry disorganization and fragmentation. A large proportion of

construction firms remain small-scale, with only a few reaching medium to large-scale status. Even among

these, many lack robust professional management practices and an efficient work culture. These deficiencies

serve as critical indicators of underlying structural weaknesses, often resulting in project inefficiencies,

prolonged timelines, and escalating costs (Williams, 2017).

Addo-Abedi (2017) narrated that construction practices worldwide are rapidly evolving in terms of technology

and organization, with the industry's reputation closely tied to its performance. Addressing these challenges

requires novel management techniques and a non-traditional research approach, such as design science and

action research. Advocating for collaborative production planning, emphasizing workflow reliability, and

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INTERNATIONAL JOURNAL OF RESEARCH AND INNOVATION IN APPLIED SCIENCE (IJRIAS)

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improving communication systems is crucial for maximizing customer value and enhancing industry

performance.

In challenging the traditional approach to construction, the industry must prioritize the promotion of trust and

transparency to optimize customer value and improve overall performance. These strategic reforms cannot be

overstated, as they can have a significant impact on the efficiency and effectiveness of the construction

industry (Kassandra, 2018).

Construction Project Delay

Construction delays are a global issue, impacting various countries, including Pakistan and Nigeria. These

delays can lead to disputes, budget overruns, and even bankruptcy. To minimize these issues, it is crucial for

clients to select potential contractors based on several selection criteria. Delays are defined as time overruns

beyond the completion date specified in a contract or beyond the agreed-upon date for project delivery. The

success of a project is determined by three factors: quality, costs, and time, also known as the iron triangle

(Retik, 2018).

Several studies have been conducted on causes, effects, and solutions to construction project delays in Nigeria.

Causes include political instability, lack of quality and materials availabilities, poor communication, weather

conditions, poor site conditions, and non-utilization of building construction professionals. Effects of delay can

be defined as changes occurring as a direct result of action by the time overrun (McKinney, 2018).

Delays can cause dispute, negotiation, lawsuit, total desertion, litigation, and abandonment. Delays can result

in loss of wealth, time, and capacity for different parties. Owners experience loss of income and unavailability

of facilities, while contractors experience money for extra spending on equipment and materials and hiring

labor. Time and cost overruns have been a major recurring problem in the construction industry (Ahiaga-

Dagbui, 2014).

Researchers have conducted studies on the causes of construction delays in developing countries worldwide,

identifying various factors leading to delays. Some similarities with Nigeria as a developing country can be

observed in the perception of contractors, consultants, project managers, and contractors (Michael¸ 2018.

Construction Scheduling

Project success is crucial for profit-making in any construction organization, and project schedule management

is essential for timely completion. However, the industry has been plagued by delays and cost overruns,

indicating a lack of integration of advanced construction scheduling. This has led to dissatisfaction among

clients and stakeholders with the industry's results. Accurate cost estimating and control are essential elements

for project success, and scheduling plays a significant role in controlling costs and estimating projects (Sham,

2017).

The fragmented and unorganized nature of the industry has led to the underappreciation of the roles of

construction planners. In Ghana, construction planners are almost non-existent, with project managers taking

on this role. This highlights the limited number of competent construction planners in the industry, leading to

less qualified personnel being responsible for construction schedules (Heesom, 2014).

The construction industry has consistently demanded higher standards, and construction planners have been at

the forefront of these developments. However, the industry has not adequately planned to meet client demands,

leading to low productivity and dissatisfaction. The unpredictability of construction delivery time and budgets

also contributes to gaps in current scheduling practices (Thillai, 2010).

To make the industry attractive to investors and potential recruits, the integration of technology to improve

working efficiency and existing practices is necessary. The construction scheduling process is the focus of this

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INTERNATIONAL JOURNAL OF RESEARCH AND INNOVATION IN APPLIED SCIENCE (IJRIAS)

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achievement, and the following subsections will discuss theoretical developments in construction planning and

scheduling and techniques (Kannimuthu, 2019).

Construction Project Performance

Project performance is a complex concept influenced by both internal and external factors. While some

internal factors can be addressed by the project team, others, such as social factors, corruption, and political

interference, are beyond the team's control. The PMI (2004) recommends five interrelated process groups,

including initiation, planning, execution, monitoring, and closing. Monitoring and controlling are crucial for

collecting, measuring, and disseminating performance information, enabling process improvement.

Performance measurement is essential for decision-making and ensuring better project outcomes, particularly

in the construction industry (Lu, 2016).

Critical success factors, or factors that influence project success or failure, are crucial for organizations to

develop strategic strength areas. Identifying these factors and potential pitfalls helps project teams manage

uncertainties effectively. Researchers have developed frameworks for success factors, focusing on project

management in general. Shenhar et al. (2002) identified three types of success factors: those independent of

project characteristics, uncertainty-influenced, and scope-influenced. Daboun et al. (2023) provided a

framework for grouping project performance factors into factor groups, allowing for the identification of other

relevant factors based on the project context.

RESEARCH METHODOLOGY

The study utilized a quantitative, inferential approach to conduct the research, to achieve the aim. This

typically involves survey research, where a sample of the population is studied to determine its characteristics,

and it is inferred that the population shares these characteristics.

Population and Sample Size

The population for this study comprised construction professionals in Nigeria, including project managers and

contractors engaged across various domains such as consultancy, contracting, and public infrastructure

development. Respondents were drawn from key locations Federal Capital Territory (FCT) Abuja, Lagos,

Kano, Port Harcourt, and Kaduna and included registered members of professional bodies such as the

Chartered Institute of Project Managers of Nigeria (CIPMN), which regulates and certifies project

management professionals, as well as personnel affiliated with the Bureau of Public Procurement (BPP), the

national regulatory agency responsible for standardizing public procurement and maintaining the database of

certified contractors and consultants.

Due to the absence of a centralized or accessible national database of construction professionals, a purposive

sampling technique was employed. This approach enabled the deliberate selection of participants who

possessed the relevant experience and qualifications required to provide informed responses. A total of 40

respondents, selected based on professional registration and involvement in construction projects, were

included in the study to ensure adequate representation of the wider professional landscape in the Nigerian

construction sector.

Data Collection

Data for this research were collected using structured questionnaires, which served as the primary instrument

for gathering quantitative responses from construction professionals. The questionnaire was designed to enable

respondents to assess and rank the importance, level of consideration, and areas for improvement related to

construction project scheduling practices in Nigeria. To enhance reach and ensure inclusivity, the questionnaire

was administered through a hybrid distribution strategy both in physical (hard copy) format and electronically

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(via e-questionnaire platforms). This approach facilitated broader participation across various regions and

ensured that the data collected were comprehensive, reliable, and suitable for in-depth analysis.

Data Analysis

The study analyzed data using both descriptive and inferential statistics. Descriptive tools such as frequency,

weighted mean, and standard deviation summarized key responses on scheduling practices. For inferential

analysis, regression analysis was used to examine the relationship between organizational factors and

scheduling performance. Linear regression helped identify which variables significantly influenced scheduling

effectiveness, making it suitable for the nature of the data and the study's objectives.

RESULTS AND DISCUSSION

Table 1: General Information of the Respondents

S/N

1.

Variables

Frequency

Percentages (%)

Age Group

Less than 25 years

26 - less than 40 years

40 - less than 55 years

55 years & above

Total

5

10.0

26.0

42.0

22.0

100.0

a.

13

21

11

40

b.

c.

d.

2.

a.

b.

Gender

Male

31

9

82.0

18.0

100.0

Female

Total

40

3.

a.

b.

c.

D

e.

Highest Educational Attainment

High School

Diploma

1

2.0

8

36.0

52.0

8.0

Bachelor degree

Master degree

PhD

26

4

1

2.0

Total

40

100.0

4.

a.

b.

c.

Years of Experience

Less than 5 years

5-9 years

8

16.0

28.0

40.0

10

16

10-14 years

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15-19 years

20 years and more

Total

7

14.0

2.0

d.

e.

1

40

100.0

5.

a.

b.

c.

d.

e.

Unit/Department

Construction Manager

Site Engineer

10

8

20.0

16.0

10.0

16.0

38.0

100.0

Stores/Warehouse

Construction Supervisor

Procurement & Logistics

Total

5

8

19

40

The demographic analysis in Table 1 shows that the majority of respondents (42%) fall within the age group of

40 to less than 55 years, with 26% aged 25 to less than 40 years, and a smaller proportion under 25 or over 55.

Gender distribution reveals a dominance of male respondents (82%), compared to females (18%). Educational

qualifications indicate that most respondents (52%) hold a Bachelor's degree, followed by 36% with diplomas,

while only a few possess Master's or PhDs. This suggests a highly educated respondent base capable of

providing informed feedback.

In terms of professional experience, 40% of respondents have between 10 and 14 years of experience, while

28% have 5 to 9 years, and 16% have less than 5 years. This indicates that a majority of the participants

possess significant field experience. Departmentally, most respondents are drawn from procurement and

logistics (38%), followed by construction managers (20%), site engineers and supervisors (16% each), and

store/warehouse personnel (10%). This distribution reflects a well-informed group, particularly in procurement

and construction operations, relevant to the study's focus.

Table 2: Activities Involved in Project Scheduling

Activities involved in project scheduling

RII value

Rank Category

significance

of

Estimating the number of work periods needed to complete individual 0.904

activities with the estimated resources

1

2

3

4

ES

Establishing the policies, procedures, and documentation for 0.899

managing the project schedule

Dividing and subdividing the project scope and project deliverables 0.886

into smaller, more manageable parts

Identifying and documenting the specific actions to be performed to 0.879

produce the project deliverables

Determining which schedule methodology to use on a project

Determining the current status of the project schedule

0.875

0.866

5

6

7

ES

Defining the logical sequence of work to obtain the greatest efficiency 0.864

given all project constraints

Analysing activity sequences, durations, resource requirements, and 0.854

8

VS

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schedule constraints

Identifying and documenting relationships among the project activities 0.849

Assessing the need to aggregate the schedule 0.839

9

VS

10

11

Estimating the duration or cost of an activity or a project using 0.804

historical data from a similar activity or project

Influencing the factors that create schedule changes

0.743

12

VS

The extent to which various project scheduling processes are practiced is detailed in Table 2, where each

activity is ranked based on its Relative Importance Index (RII) value. As shown in the table, twelve activities

recorded RII values ranging from 0.743 to 0.904, indicating a generally high level of significance attributed to

scheduling practices in Nigerian construction projects.

Specifically, the highest-ranked activity is “Estimating the number of work periods needed to complete

individual activities with the estimated resources,” which achieved the highest RII of 0.904, categorized as

Extremely Significant (ES). The next four highest-ranking activities also fall under the ES category, all with

RII values above 0.875, including establishing policies for managing the schedule, work breakdown structure

development, and defining sequencing logic.

Contrary to the earlier claim, all twelve listed activities in Table 2 possess RII values above 0.743, and not

within the 0.667–0.821 range as previously suggested. Additionally, no activities fall into the moderate or low

significance range (i.e., RII < 0.714), thereby contradicting the mention of factors within the 0.571 < RII ≤

0.714 interval. This indicates a strong consensus among respondents on the critical importance of structured

scheduling practices in project execution.

Table 2 further clearly supports the finding that project scheduling is highly emphasized across various

dimensions from activity identification to monitoring and control signifying its foundational role in effective

project management in Nigeria.

Table 3: Factors that determine the extent to which scheduling processes are considered and practiced

Factors that determine the extent to which RII value

scheduling processes are considered and

practiced

Rank

Category of significance

Developing a work breakdown structure (i.e. 0.882

an activity list)

1

ES

Decomposing of work packages into activities 0.821

2

3

VS

Determining if the project schedule has 0.799

changed

Estimating uncertainty and risks

0.764

4

5

VS

Determining which dependencies

are 0.762

mandatory during the process of sequencing

the activities

Determining how detailed the schedule needs 0.761

to be for the project

6

7

VS

Estimating project duration or cost by 0.754

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aggregating the estimates of the lower-level

components of the WBS

Selecting the activity relationship with the 0.745

highest impact

8

VS

S

Adjusting planned resource use to be equal to 0.714

or less than resource availability

9

Analyzing data using what if scenarios and 0.674

simulation

10

11

12

S

Determining how to combine various 0.672

scheduling methods on the project

S

Reconsidering necessary schedule reserves

0.667

S

Table 3 presents the key factors that influence how extensively scheduling processes are considered and

practiced within construction projects in Nigeria. Each factor is evaluated using the Relative Importance Index

(RII), categorized by significance levels Extremely Significant (ES), Very Significant (VS), and Significant (S)

to assess their weight in project scheduling decision-making.

The most prominent factor, “Developing a work breakdown structure (i.e., an activity list),” ranks first with an

RII of 0.882, and is the only factor classified as Extremely Significant (ES). This underscores its foundational

role in scheduling by enabling systematic task decomposition and accurate planning.

The next seven factors fall within the Very Significant (VS) category, with RII values ranging from 0.821 to

0.745. These include decomposing work packages into activities (0.821), tracking project schedule changes

(0.799), and estimating uncertainty and risks (0.764). Other highly rated

factors involve determining mandatory dependencies, estimating project duration through WBS components,

and adjusting schedules based on resource availability.

The remaining four factors adjusting planned resource use (0.714), what-if scenario analysis (0.674),

combining scheduling methods (0.672), and reconsidering schedule reserves (0.667)—are categorized as

Significant (S). While their RII scores are relatively lower, they still represent crucial aspects of schedule

optimization, especially under conditions of uncertainty and changing resource dynamics.

This structured analysis indicates that most respondents place greater emphasis on task decomposition, risk

estimation, and sequencing logic as central to effective project scheduling, while simulation tools and reserve

reconsideration are regarded as supportive but less critical.

Table 4: Determine the Improvement of Project Scheduling Processes

Factors That Determine the Improvement of Project Scheduling Processes

RII

value

Rank

Category of

significance

Defining the activities needed to complete the work

0.918 1

ES

Scheduling software that has the capability to help plan, organize, and adjust 0.900 2

the sequence of the activities

Conducting retrospectives (scheduled reviews to record lessons learned) for 0.891 3

correcting processes and improving, if required

ES

Involving team members in the decomposition of activities which can lead to 0.875 4

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better and more accurate results

Managing the schedule and the amount of time it takes to keep it up to date

Managing the actual changes as they occur

0.871 5

0.867 6

ES

VS

Determining how often the detailed schedule should be reviewed and updated 0.862 7

Determining the dependencies that may require a lead or a lag to accurately 0.837 8

define the logical relationship

Determining the amount of contingency and management reserve needed for 0.826 9

the project

VS

Developing a viable schedule by adjusting the start time of the successor 0.821 10

activities

Assessing level of support for a decision from team members

0.797 11

VS

S

Reducing the project scope in order to meet schedule constraints, imposed 0.664 12

dates, or other schedule objectives

The analysis of Table 4, which presents the factors that determine the improvement of project scheduling

processes, is based on Relative Importance Index (RII) values and categorized according to Kerzner’s (2009)

scale of significance. The findings reveal that seven out of twelve factors fall within the "Extremely

Significant" (ES) category, with RII values above 0.857. The most significant factor identified is “Defining the

activities needed to complete the work” with an RII of 0.918, followed by “Using scheduling software that has

the capability to help plan, organize, and adjust the sequence of activities” (RII = 0.900), and “Conducting

retrospectives (scheduled reviews to record lessons learned)” with an RII of 0.891. Others in this category

include involving team members in the decomposition of activities (RII = 0.875), managing the schedule and

time required to keep it up to date (RII = 0.871), managing actual schedule changes as they occur (RII =

0.867), and determining how often detailed schedules should be reviewed and updated (RII = 0.862). These

results indicate that the most valued approaches for improving scheduling processes center on accurate task

definition, effective use of digital tools, team collaboration, and frequent schedule updates.

Four additional factors are classified as "Very Significant" (VS), with RII values ranging between 0.714 and

0.857. These include determining activity dependencies that may require a lead or lag (RII = 0.837), estimating

contingency and management reserves (RII = 0.826), adjusting the start time of successor activities to develop

a viable schedule (RII = 0.821), and assessing the level of support for decisions from team members (RII =

0.797). These factors further emphasize the importance of strategic sequencing, risk planning, and inclusive

decision-making in improving scheduling effectiveness. The only factor ranked as "Significant" (S), with an

RII of 0.664, is “Reducing the project scope to meet schedule constraints,” which was considered the least

significant among the listed elements. This implies that while scope reduction is occasionally necessary, it is

viewed as a less favorable method for managing schedules compared to proactive, integrative, and well-

planned approaches.

Table 5: Kendall - Coefficient of Concordance

Reliability Test

The

importance The extent to which Assessment

of

attached to project scheduling processes scheduling activities

scheduling processes are considered and for improving the

practised

processes

of

Construction Project

Scheduling

Kendall’s W

0.114

0.157

0.167

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Chi-Square

190.148

263.004

0.000

279.089

0.000

p-value at the 95% 0.000

confidence Interval

Table 5 presents the Kendall’s Coefficient of Concordance (W), Chi-square values, and p-values used to test

the level of agreement among respondents regarding three aspects of project scheduling: (1) the importance

attached to project scheduling processes, (2) the extent to which scheduling processes are considered and

practiced, and (3) the assessment of scheduling activities for improving the scheduling process in construction

projects.

The results reveal moderate levels of concordance among respondents. For the “importance attached to project

scheduling processes,” Kendall’s W was 0.114 with a Chi-square of 190.148 and a p-value of 0.000, indicating

statistical significance at the 95% confidence level. Similarly, for “the extent to which scheduling processes are

considered and practiced,” Kendall’s W was 0.157 (Chi-square = 263.004, p < 0.05), and for “assessment of

scheduling activities for improving the processes of construction project scheduling,” W was 0.167 (Chi-

square = 279.089, p < 0.05). In all cases, the null hypothesis of no agreement (H₀) was rejected, confirming

that there was statistically significant agreement among the respondents.

These findings suggest that, although the level of agreement (W values) is not extremely high, the consistency

in ranking across all three dimensions is statistically valid. Hence, the ranking data generated in this study can

be considered reliable for drawing conclusions about perceptions and practices relating to construction project

scheduling in Nigeria.

DISCUSSION OF FINDINGS

This study investigated twelve activities involved in project scheduling processes, with seven of them being

highly significant. These activities include estimating work periods, establishing policies, dividing and

subdividing project scope and deliverables, identifying specific actions, determining the schedule

methodology, determining the current status of the schedule, and defining the logical sequence of work for

maximum efficiency. The study also examined factors determining the extent to which scheduling processes

are considered and practiced. Developing a work breakdown structure was considered the most significant

factor, followed by scheduling software that helps plan, organize, and adjust the sequence of activities.

Reducing the project scope to meet schedule constraints or other objectives was ranked lowest, with an RII

value of 0.667. These factors significantly hinder the performance of project scheduling in Ibadan. Overall, the

study highlights the importance of estimating work periods, establishing policies, and dividing project scope

for effective scheduling.

CONCLUSION AND RECOMMENDATIONS

This research examines the practice of project scheduling in the construction industry, identifying twelve

factors that determine its importance, the extent to which these processes are considered and practiced, and the

potential for improvement. The study found that estimating work periods needed to complete individual

activities with estimated resources, establishing policies, procedures, and documentation for managing the

project schedule, developing a work breakdown structure, defining activities needed to complete the work, and

using scheduling software to plan, organize, and adjust the sequence of activities were the most important

factors for improving project scheduling.

The study recommend a holistic approach, regular updates to the project schedule, and adopting a scientific

approach in estimating labor and materials requirements. These changes will enhance the performance of

project scheduling in the Nigerian construction industry and contribute to optimal resource utilization in

project delivery. The findings can help improve the effectiveness of current planning and scheduling in the

construction industry.

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