ضعف التنسيق بين الفاعلين وتأثيره على تأخر انجاز مشروع 20-100 السكن الترقوي المدم بالمسيلة
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University of M'Sila
Abstract
تتناول هذه الدراسة إشكالية ضعف التنسيق بين الفاعلين في مشاريع السكن الترقوي المدعم وأثره على تأخر الإنجاز، متخذةً من مشروع إنجاز 100 مسكن ترقوي مدعم (LPA) و16 محلاً تجارياً و20 مسكناً ترقوياً حراً ببلدية المسيلة نموذجاً ميدانياً، وهو مشروع تبلغ تكلفته الإجمالية 408.927.140,00 دج ومدة إنجازه 36 شهراً. وقد انطلقت الدراسة من واقع ميداني مقلق يتجلى في أن نسبة الإنجاز الفعلية لم تتجاوز 35% رغم استهلاك أكثر من نصف المدة التعاقدية، مما أفضى إلى التساؤل الجوهري: إلى أي مدى يُسهم ضعف التنسيق بين الفاعلين في هذا التأخر؟ اعتمدت الدراسة على المنهج الوصفي التحليلي مدعوماً بدراسة الحالة الميدانية، وأرّست في فصلها النظري مفاهيم إدارة مشاريع البناء القائمة على أبعاد النطاق والوقت والجودة والتكلفة، ثم تناولت التنسيق بوصفه ركيزة إدارية جوهرية تشمل الاجتماعات الدورية والتقارير وأنظمة المعلومات، مع رصد أبرز مؤشرات ضعفه كتضارب الصلاحيات وغياب التواصل. كما حدّدت أدوار الفاعلين الرئيسيين: مديرية السكن وOPGI بوصفهما صاحب المشروع وصاحبه المفوض، ومكتب الدراسات مجناح حسان، ومكتب المراقبة CTC DRE، والمقاولة الإنجاز ومؤسسات الخدمات العمومية. كشف التشخيص الميداني عن تشابك جملة من العوائق الإدارية والتقنية أسهمت في إعاقة سير المشروع؛ إذ أدى التأخر في إعداد الوثائق العقارية وقرارات المستفيدين إلى تعطيل الانطلاق الفعلي، فيما كشف الحفر عن قناة صرف صحي تعترض محور العمارة رقم 03 لم تُرصد في المخططات الأصلية، واستوجبت إيقاف الأشغال وإعداد ملحق عقدي. وقد تجلّى تأثير الدومينو بوضوح حين أوقف التأخر في الخرسانة المسلحة أعمال البناء والتلبيس، ثم شلّ بدوره شبكات السباكة والكهرباء، فأضحت معظم أقسام التشطيب رهينة انتظار مفتوح. أثبت تحليل مخطط باريتو أن 60% من أسباب التأخر تتركّز في عاملين قابلين للمعالجة: التأخر الإداري والعقاري بنسبة 35%، وضعف التنسيق بين الفاعلين بنسبة 25%، فيما وثّق مكتب CTC مخالفات تقنية عدة تعكس غياب المراجعة المشتركة للمخططات قبل التنفيذ. وفي ضوء هذه النتائج، توصي الدراسة بإرساء بروتوكول تنسيق رسمي يُوقَّع من جميع الأطراف قبل الشروع في الأشغال، وتعيين مدير مشروع محوري بصلاحيات فعلية، واعتماد اجتماعات أسبوعية ملزمة، ورقمنة المتابعة عبر BIM وMS Project، وربط الدفعات المالية بتقارير التنسيق الموقّعة. وتخلص الدراسة إلى أن معالجة تأخر مشاريع السكن الاجتماعي لا تكمن في رفع الميزانيات، بل في إصلاح منظومة التنسيق الإداري والتقني بين جميع الفاعلين منذ اليوم الأول.
This study addresses the problem of weak coordination among stakeholders in subsidized promotional housing projects and its impact on project delays. It takes as a field case study the project for the construction of 100 subsidized promotional housing units (LPA), 16 commercial shops, and 20 free promotional housing units in the municipality of M’Sila. The project has a total cost of DZD 408,927,140.00 and a completion period of 36 months. The study originated from a concerning field reality, as the actual completion rate did not exceed 35% despite the consumption of more than half of the contractual duration. This situation raised the central question: to what extent does weak coordination among stakeholders contribute to project delays? The study adopted a descriptive-analytical approach supported by a field case study. In its theoretical framework, it established the concepts of construction project management based on the dimensions of scope, time, quality, and cost. It also examined coordination as a fundamental managerial pillar involving periodic meetings, reporting systems, and information systems, while identifying the main indicators of poor coordination, such as overlapping responsibilities and lack of communication. Furthermore, the study defined the roles of the principal stakeholders: the Directorate of Housing and the OPGI as the project owner and delegated project owner, the design office the control office “CTC DRE,” the contractor “BenmerzoukFayçal,” and public utility institutions. The field diagnosis revealed a complex set of administrative and technical obstacles that hindered project progress. Delays in preparing land-related documents and beneficiary allocation decisions postponed the actual commencement of works. In addition, excavation works uncovered a sewage pipeline crossing the axis of Building No. 03, which had not been identified in the original plans. This required stopping the works and preparing a contractual amendment. The domino effect became evident when delays in reinforced concrete works halted masonry and plastering activities, which in turn paralyzed plumbing and electrical network installations. Consequently, most finishing works became dependent on an open-ended waiting period. Pareto chart analysis demonstrated that 60% of the causes of delay were concentrated in two manageable factors: administrative and land-related delays (35%) and weak coordination among stakeholders (25%). Moreover, the CTC office documented several technical non-conformities reflecting the absence of joint review of plans before execution. In light of these findings, the study recommends establishing a formal coordination protocol signed by all parties before the start of construction works, appointing a central project manager with effective authority, adopting mandatory weekly meetings, digitizing project monitoring through BIM and MS Project, and linking financial payments to signed coordination reports. The study concludes that addressing delays in social housing projects does not primarily require increasing budgets but rather reforming the administrative and technical coordination system among all stakeholders from the very first day of the project.
This study addresses the problem of weak coordination among stakeholders in subsidized promotional housing projects and its impact on project delays. It takes as a field case study the project for the construction of 100 subsidized promotional housing units (LPA), 16 commercial shops, and 20 free promotional housing units in the municipality of M’Sila. The project has a total cost of DZD 408,927,140.00 and a completion period of 36 months. The study originated from a concerning field reality, as the actual completion rate did not exceed 35% despite the consumption of more than half of the contractual duration. This situation raised the central question: to what extent does weak coordination among stakeholders contribute to project delays? The study adopted a descriptive-analytical approach supported by a field case study. In its theoretical framework, it established the concepts of construction project management based on the dimensions of scope, time, quality, and cost. It also examined coordination as a fundamental managerial pillar involving periodic meetings, reporting systems, and information systems, while identifying the main indicators of poor coordination, such as overlapping responsibilities and lack of communication. Furthermore, the study defined the roles of the principal stakeholders: the Directorate of Housing and the OPGI as the project owner and delegated project owner, the design office the control office “CTC DRE,” the contractor “BenmerzoukFayçal,” and public utility institutions. The field diagnosis revealed a complex set of administrative and technical obstacles that hindered project progress. Delays in preparing land-related documents and beneficiary allocation decisions postponed the actual commencement of works. In addition, excavation works uncovered a sewage pipeline crossing the axis of Building No. 03, which had not been identified in the original plans. This required stopping the works and preparing a contractual amendment. The domino effect became evident when delays in reinforced concrete works halted masonry and plastering activities, which in turn paralyzed plumbing and electrical network installations. Consequently, most finishing works became dependent on an open-ended waiting period. Pareto chart analysis demonstrated that 60% of the causes of delay were concentrated in two manageable factors: administrative and land-related delays (35%) and weak coordination among stakeholders (25%). Moreover, the CTC office documented several technical non-conformities reflecting the absence of joint review of plans before execution. In light of these findings, the study recommends establishing a formal coordination protocol signed by all parties before the start of construction works, appointing a central project manager with effective authority, adopting mandatory weekly meetings, digitizing project monitoring through BIM and MS Project, and linking financial payments to signed coordination reports. The study concludes that addressing delays in social housing projects does not primarily require increasing budgets but rather reforming the administrative and technical coordination system among all stakeholders from the very first day of the project.