Abstract:
The construction industry is inherently complex, involving multiple actors (clients, contractors, and consultants) whose coordinated efforts determine project success. While contractors and consultants have received considerable attention, the influence of clients on project performance remains underexplored, particularly in developing countries. This study assessed the role of clients and their impact on the performance of building construction projects in Lega Tafo Town, Ethiopia. A structured questionnaire with 58 items was distributed to 50 respondents, of which 40 were returned (80% response rate). Data were analyzed using SPSS v.20, applying both descriptive and inferential statistics. Respondents ranked clients’ financial attributes, clear definition of project scope and objectives, and resource availability as the top three client-related factors influencing project outcomes. Finance emerged as the most critical factor, reflecting the reality that delayed disbursements or inadequate funding often result in stalled works, contractual disputes, and time overruns. Similarly, unclear scope was identified as a recurring source of rework and cost escalation, while resource availability determined the efficiency of execution. Analysis of clients’ involvement across project phases revealed that participation is highest during the planning phase, where strategic decisions on budget, design, and scope are made, but much lower during operation and maintenance, which weakens long-term project sustainability. Regarding impacts, the three most significant client-related effects were time extensions due to delays in decision-making, reworks from design changes, and budget increases, all of which directly link to clients’ managerial capacity and early planning practices. Correlation and regression analyses showed strong positive relationships between client-related factors, level of involvement, and overall project performance. Importantly, client involvement level was found to be the most influential predictor of performance. This underscores that in contexts like Lega Tafo, where institutional and financial capacities are often limited, active and informed client participation across all phases is crucial for improving construction outcomes and ensuring lifecycle sustainability.
