The construction process appears as ordered, linear phenomenon that can be organized, planned and managed easily. The high rate of failures that occur in the construction projects to be completed on budget and schedule clarifies that the nature of the construction process is not as ordered and predictable as it may appear. The construction process is a complex, nonlinear and dynamic phenomenon that may exists on the edge of chaos sometimes. Therefore, the construction projects are rich in plan failure, delays and cost overruns more than in successes (Bertelsen, 2002). Some practitioners refer to a project to be successful if it satisfies the three leg of the triple constraint specification, cost and time. However this definition does not fully embrace the meaning and the factors of project success/failure. For instance, the Sydney opera house in Australia is one of the most recognizable images of the modern world. Though, it cost about sixteen times as much to build and it took four times as long to complete. Nowadays, the opera house has an enormous value and became the icon of Australia and it is considered an architecture accomplishment (Camilleri, 2011).
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