Management of defect claims in infrastructure projects in Sri Lanka

Abstract

Defect claims are inevitable in construction projects. The complexity, high cost, and time consumption for the completion of infrastructure projects lead to more defect claims. Thus, this study aimed at how to manage defect claims in infrastructure projects in Sri Lanka. Firstly, the types, causes, consequences, and strategies to manage claims were identified through a literature review. This was followed by a detailed study of defect claims in infrastructure projects to identify the types, causes, consequences, and management strategies of defect claims in Sri Lanka. This was accomplished via semi-structured interviews. Next, a questionnaire survey was carried out to identify the most significant types, causes, consequences, and management strategies of defect claims in infrastructure projects in Sri Lanka. Manual content analysis and relative importance index helped analyse the collected empirical data through interviews and questionnaires, respectively. The research findings revealed seven types of defect claims and identified the most significant defect claim types as construction defects, workmanship defects, design defects, and material defects. The most significant causes of defect claims were indented as subcontractor failures, inadequate and inexperienced professionals employed, site conditions, improper approvals, bad quality of work, inaccurate topological data, lack of resources, improper project management, selected inexperienced contractors, and inadequate specifications. The research findings further disclosed the most significant consequences of defect claims as cost overrun, deterioration of the quality of the product to be delivered, producing low-quality projects, damage to Business relationships, and sharing information with project parties. Furthermore, the most suitable strategies to manage defects claims were disclosed as clear and frequent communication, distribution of the required information, establishing quality control measures, keeping records, early notification, use of named subcontractors rather than nominated subcontractors, creating, implementing, and utilising a logical and user-friendly schedule, monitoring the system set up by the main contractor, scope assessment, and conducting regular site meetings.