الفهرس 
INTRODUCTIONOnly 14 pages are availabe for public view
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Abstract
A construction project is commonly acknowledged as successful, when it is completed on Time, within budget, in accordance with the specifications and to stakeholders’ satisfaction. Functionality, profitability to contractors, absence of claims and court proceeding and ”fitness for purpose” for occupiers have also been used as measures of project success.
One of the most important problems in the construction project is delays.
Delays occur in every construction project and the magnitude of these delays varies considerably from project to project. Some projects are only a few days behind the schedule: some are delayed over a year. So it is essential to define the actual causes of delays in order to minimize and avoid the delays in any construction projects.
Delay is a situation when the contractor, consultant, and client jointly or severally contribute to the non-completion of the project within the original or the stipulated or agreed contract period. Delays give rise to disruption of work and loss of productivity, late completion of project, increased time related cost, and third party claims and abandonment or termination of contract. It is important that general management keep track of project progress to minimize the possibility of delay occurrence or identify it at early stages.
Also that the delay in a manner influenced by the project management methods that were modem or traditional way
1.2 Background of the Study
Nwnerous researchers have also examined and identified the causes of delays in construction project. Assaf, et al. (1995), for example, studied the causes of delays in large building construction projects in Saudi Arabia. They identified that the most important causes of delay included are the approval of shop drawings, delays in payment to contractors and the resulting cash problems during construction, design changes, conflicts in work schedules of subcontractors, slow decision making and executive bureaucracy in owner’s organizations, design errors, labor shortage and inadequate labor skills. Ogunlana, et al. (1996) studied the delays in building project in Thailand, as an example of problem faced by the developing economies. They concluded that the problems of the construction industry in developing economies can be nested in three layers: problem of shortages or inadequacies in industry infrastructure, mainly supply of resources; problems caused by clients and consultants; and problems caused by incompetence of contractors.
Chan and Kwnaraswamy (1996) surveyed and classified the causes of construction delays in Hongkong as seen by clients, contractor and consultants, and examined the factors affecting productivity. The results of their research indicate that the five principal and common causes of delays are: poor site management and supervision; unforeseen ground condition; low speed of decision making involving all projects team; client initiated variations; and necessary variation of works. Mezher and Tawil (1998) conducted the survey of the causes of delays in the construction industry in Lebanon from the viewpoint of owners, contractors and architectural/engineering firms. It was found that owners had more concerns with regard to financial issues, contractors regarded contractual relationship the most important, while consultants considered project management issues to be the most important causes of delays.
A comprehensive classification of causes of construction delays has also been recommended by Abd. Majid and McCaffer (1998). They studied factors of non-excusable delays that influence contractors’ performance. The classification the main causes of non¬excusable delays according to the sources of occurrence, then identified the factors contributing to those causes. It is assumed that the client has more control over the