TABLE OF CONTENTS

DECLARATION.............................................................................................................................3
ACKNOWLEDGEMENT...............................................................................................................4
CHAPTER ONE: INTRODUCTION..............................................................................................5
1.1 Background............................................................................................................................5
1.2 Problem statement.................................................................................................................6
1.3 General objective...................................................................................................................6
1.4 Specific objectives.................................................................................................................6
1.5 Scope and limitation..............................................................................................................7
1.5.1 Scope...............................................................................................................................7
1.5.2 Limitation.......................................................................................................................7
1.4 Significance of the study.......................................................................................................7
CHAPTER TWO: LITERATURE REVIEW..................................................................................8
2.1 Construction design...............................................................................................................8
2.2 Steps in design and construction process..........................................................................8
2.3 Change in the Construction Project.......................................................................................9
Design change........................................................................................................................10
2.3.2 Effect of Design Changes on Project Performance......................................................12
CHAPTER THREE: RESEARCH METHODOLOGY................................................................14
3.1 Study area............................................................................................................................14
3.2 Research Design..................................................................................................................14
3.3 Methodology........................................................................................................................14
3.4 project population................................................................................................................15
3.5 Project Sample size..............................................................................................................15
3.6 sampling techniques.............................................................................................................15
3.7 Data collection methods......................................................................................................16
3.8 Data Analysis Technique.....................................................................................................16
CHAPTER FOUR: DISCUSSION AND RESULT......................................................................17
4.1 Some cause factors raised during interview and discussion................................................17
4.1.1 Client related factor......................................................................................................17
4.1.2 Consultant related factors.............................................................................................17
 4.1.3 Discussion of Top three Design Change Cause Factors...............................................17
4.2 Discussion effect of Design Change on Project Performance.........................................18
A. Delay of Project................................................................................................................18
B. Increase in Project Cost.....................................................................................................19
C. Demolition and Rework....................................................................................................19
CHAPTER FIVE: CONCLUSION AND RECOMMENDATION..............................................20
5.1 CONCLUSION....................................................................................................................20
5.2 RECOMMENDATION.......................................................................................................20
 DECLARATION
I a student of the University of Gondar institute of technology, declare that this project is my
work which describes the cause and effect of design change that was observed in SOLOMON
ABIYE BUILDING CONSTRUCTION P.L.C. it is done under the supervision and guidance of
my Advisor Mr. Habtamu.

Student Name: Bezawit Gezahegn

ID No. GUR 00643/10
Signature: _____________

Advisor Name: Mr. Habtamu.

Signature: _______________
Date: __________________
 ACKNOWLEDGEMENT
First and foremost, I would like to thank my lord who involves and helps me in every aspect of
my life. Next, I would like to appreciate the University of Gondar institute of technology's
department of construction technology and management for facilitating and preparing this
incredible opportunity so that we can develop our problem-solving skills besides practical skills.
And also I would like to give my deepest thanks to my advisor Mr. Habtamu. For guiding me
throughout my apparent ship program.
I would like to give my deepest gratitude to Engineer Eskiyas for his support and guidance in
every direction without any hesitations thank you genuinely. And also am grateful for those who
showed their willingness for the interview.
ABSTRACT
 CHAPTER ONE: INTRODUCTION

1.1 Background
In many nations around the world, the building industry is the key driver of the economy and one
of the most important sectors. In developing countries, the building sector is an important
indicator of economic performance. The construction industry accounts for a major component
of the country's gross domestic product (GDP) and employs a large percentage of the workforce.
The construction industry has grown at a rate of 12.43 percent per year during the last ten years,
accounting for 5.3 percent of the country's GDP (The World Bank, 2019).
Despite its importance, the building industry in emerging countries is confronted with numerous
performance issues. The initial purpose of any project is to accomplish project objectives and to
execute projects on schedule, on budget, and without any performance challenges. Though
design modification may not appear to be one of the most important aspects affecting project
performance, it has had a substantial impact, particularly on project time and cost.

Construction's volatility and complexity have increased the level of uncertainty in the planning
and execution stages. Construction, unlike manufacturing, has traditionally separated planning
and design from construction processes, resulting in occasional scope and design changes during
construction. The separation of design and construction has resulted in serious issues, with
designs being developed without regard for buildability or productive economies, significantly
hurting project performance. Cost overruns, scheduling delays, and productivity loss have all
resulted as a result of these modifications. The combination of the aforementioned has a negative
impact on the project's overall cost.

Even in well-managed projects, design changes can have a direct cost impact ranging from 2.1 to
21.5 percent of the entire building cost. According to Han et al. (2013), design flaws have
resulted in certain reworks in building projects, resulting in a 5 to 20% increase in the project
cost. Cost overruns as a result of design revisions are a common occurrence. As a result,
practically every country is seeing the negative impact of design changes on project cost
performance. Many studies have been undertaken to determine the causes of design changes,
which vary depending on the type of project and the demographics of the location. In most cases,
design revisions are the result of efforts between owners, consultants, and contractors. Few
studies have looked at clients as the key driver of design modifications. Others, on the other
hand, have attributed frequent changes to consultants. Contractors, on the other hand, have been
recognized as key players in the events that led to the design revisions.

1.2 Problem statement

Construction is complex and uncertain; and unlike manufacturing and other sectors of the
economy, the design and production functions in the construction process are usually separated.
Design Changes disrupt the performance of construction projects, especially time and cost
performance. The negative effect of design change has been identified by different researchers
worldwide. According to Mohamad et al., (2012) Design changes have the possibility of creating
conflict between client, contractor, and consultant because of their effect on cost and time
performance. According to Olawale and Sun (2010) Time overrun and cost overruns in building
projects are often associated with design changes. In another research conducted by Tadele
(2018) a case study on Addis Ababa University building projects, a design change was identified
and ranked 1st for causing cost and time overrun on the project. Having the above-mentioned
facts the researcher believes that, to reduce the adverse effect of design changes during a
construction project, evaluating the effect of design change during a construction period is
important. And knowing which factor is more responsible for affecting project performance is
very significant. The identified effects of building project design change can be used as
references to reduce the occurrence of design changes and for the construction players to develop
strategies towards managing design change.

1.3 General objective

The objective of this study is to identify the Causes and effects of design change for SOLOMON
ABIYE building construction which is found in Bonga, Ethiopia.

1.4 Specific objectives

 To identify the cause of design change
 To rank the causes of a design change based on the importance
 To identify the effect of design change

1.5 Scope and limitation

1.5.1 Scope
This study is mainly focused on the cause and effect of design change and it is conducted on two
projects located in Bonga University.

1.5.2 Limitation
This study is limited to showing the design change caused from the perspective of the client,
contractor, and consultant side. It was not possible to obtain detailed data to explore more the
design change cause and effect.
1.4 Significance of the study
The finding in this research will help clients, consultants, and contractors in understanding the
effect of these design changes. This will enable the construction players in developing strategies
that can help them in reducing the damaging effects of design changes and improving the
performance of the projects. It is also vital in reducing the likelihood of conflicts between
owners, consultants, and contractors because it recommends an appropriate way of managing
design change based on the finding of this research.

CHAPTER TWO: LITERATURE REVIEW

2.1 Construction design

Design is a process that is performed in a series of steps to conceive, describe and justify
increasingly detailed solutions to meet the needs of the client. Design is the realization of a
concept, idea, or theory into a drawing, plan, specification, model, and so on that ultimately
allows a series of objectives to be achieved or resolved. In terms of construction, design is the
process of creating a solution to a project brief and then preparing instructions allowing that
solution to be constructed. A process of creating the description of a new facility, usually
represented by detailed plans and specifications construction planning is a process of identifying
activities and resources required to make the design. The design process must rationalize
different and sometimes contradictory requirements of aesthetics, the brief, budget, structure,
regulations, climate, weather, security, privacy, and so on, to create a unified whole. This can be
overlaid by the adoption of design principles such as; balance, unity, movement, emphasis,
contrast, space, alignment, and so on.

2.2Steps in design and construction process

A. Conceptual Design
Conceptual design is the very first stage of the design process, where drawings and other
illustrations or models are used. This is the step where the contractor team performs any site
evaluations or surveys that may be required because of the project brief's specific specifications.
The design team coordinates the preparation of an initial design concept and presents these initial
design ideas to the customer. It begins when the client meets the design team and the objectives
of the project are defined. It represents a preliminary building design phase.

B. Schematic Design
Schematic design is intended to turn the project design into physical drawings of space. The
project team establishes the locations, physical requirements, and relationships of all the relevant
building space. And then the components in schematic design approve or revise the estimated
building square footage and, the total project budget as well as the schedule and occupancy dates
of the project. The project program and the schematic drawings will be analyzed for possible
errors or omissions.

C. Design Development
It is the stage in which the architect and the professional consultants prepare design concept
documents to further describe the project's size and character. The schematic plans and
elevations are modified, updated, and extended in design creation to include all the specifics and
requirements necessary for the building. Issues that affect the buildability or are crucial to
completing the project plan often come to light, and that may require changes to the project
schedule or budget, or both

D. Construction Document

At this stage, the plans, specifications, and drawings will be prepared by the Design Professional
as well as documents for the bidding process.

E. Construction Bidding
Bidding is a request from one party to the other, and accepted, to do something according to the
Criteria or specifications. Construction bidding is the process of submitting a proposal to
undertake or manage the undertaking of a construction project.

F. Construction Administration

After the design has been finalized, documented, and handed off to the winning contractor,
construction begins. The client forms a contractual relationship with the contractor, and the
architect serves as the supervisor of the project to ensure that it is built according to the design
documents.

2.3 Change in the Construction Project

Change is defined as any event which results in an alteration in the original scope of the project,
and which may also affect the time, cost, and quality of the work of the project (William et al.,
2007). Changes to the project may cause project additions, deletions, or modifications resulting
in Changes to the amount and time of the contract (Coffman, 1997). And according to CII
(2001), changes are any action initiated by the owner, owner’s agent, or design engineer that
results in a project’s adjustment. Another study by Hanna et al., (2002) states that change is an
event that can change the project's original scope and impact the cost and time of the project.

Design change
A design change is defined as any change in the design or construction of a project after the
contract is awarded and signed. Such changes are related not only to matters by the provision of
the contract but also changes to the work conditions. Similarly noted that these changes are any
additions, omissions, or adjustments made to the original scope of work after a contract is
awarded. Design change exists in construction projects and often causes cost overrun or schedule
delay. The perfect design is impractical due to various constraints and so changes in design are
unavoidable.

2.3.1 Cause of design change

Changes in design and construction can be induced at different stages like pre-planning,
planning, design, and construction. Moreover, the emphasis in this context is during the
construction phase. According to the Research conducted by Chao-hui et al, ( 2004) states that
the cause of design changes is divided into 2 parts due to internal and external factors. Internal
factors are the owner, design consultants, and contractors while entering into external factors
such as political and economic, natural environment.

a. Client related design change

 The owner was instructed to modify a design
 The owner failed to make a decision or to review the document at the right time
 The change of funding scheme
 Addition or omission of scope
 Change requested by the owner
 Owners' needs during the design stage are not clear or well defined
b. Consultant related design change
 Unrealistic design period
 Failure of a consultant to provide adequate and clear information in the tender of
document
 Errors and omission of consultant
 Change made at a request of the consultant
 Poor coordination and communication between Client and designer as well as designer
and contractor
 Consultants who are not familiar with the regulations and construction permits
 Designer noninvolvement/unavailability during the construction phase
 Modification to design (improvement)
 No Design checking or 2nd or 3rd party reviews, No system of design checking
 Failure by the consultant to perform design and supervision effectively
 Inadequate investigation of site before the design period
 The material investigation is insufficient. Since certain material items required by the
design may be out of stock or inadequate
c. Contractor related design change
 Request to use available materials
 Unrealistic construction’s schedule
 Changes initiated by contractors to improve quality and constructability
 Poor communication between contractor and other parties
 The construction budget is too low.
  Shortage of material

The external factors are factors or parties that are not directly involved in a construction project
but they affect design changes such as political and economic matters, the natural environment,
the advances of technologies, and third parties.

Political and economic matters have three factors that consist of

1. Changes in policies and regulations;

2. Decision maker alteration and

3. The effect of inflation and prices fluctuate.

The environment has three factors that consist of

1. Weather conditions;

2. Natural disaster; geological conditions and

3. Unforeseen ground conditions

2.3.2 Effect of Design Changes on Project Performance

Though design changes are widely accepted by all of the participants in the construction
industry, the design changes do affect the outcome of the project. Time overrun and cost
overruns in building projects are often associated with design changes.

A. Cost Overrun

One of the most common problems that threaten any construction project is a cost overrun. Cost
overrun in construction arises when the final costs exceed the expected budget designated for the
building. Causes of this overrun originate from a variety of reasons and many are related to the
construction and design phase (Hisham et al., 2013). When design changes occur during the
construction phase, there is a tendency to change the cost of the project. If the design changes are
complicated or increase the scope of the project, an infusion of more money will be needed. The
effect of design changes on cost in construction projects has been studied and evaluated by
different researchers. Different studies which are carried out by different scholars proved that
design change is one of the causes for the arising of cost overrun in the industry.

B. Time Overrun

Time overrun is any delay beyond the baseline construction schedule. Minimizing time and cost
is the main goal in managing a construction project. However, time delay frequently occurs in all
phases of a construction project and consequently increases the project's total duration (Aftab,
2011). And according to Chan (2001), defined time overrun is the difference between the actual
completion time and the estimated completion time. In the same way, Abubeker (2015) defines
time overrun as the inability to complete a project either by the original planned time or budget,
or both ultimately result in project delay. Time overrun is caused by various reasons Aftab
(2014) studied time overrun factor in the construction industry in Malaysia and concluded that
the major causative factors contributing to construction time overrun are frequent design
changes, change in the scope of the project, financial difficulties of the owner, delays in
decisions making and unforeseen ground condition. It was found that when there is a change of
design during construction, the project completion period increases. This is because
implementing the new design improvements in structural, service, and architectural will require
sufficient time, approval of the new designs would take time as well as testing of the new
materials would require time. Hence the duration of the project will increase at the end.

C. Material Wastage

Waste is one of the serious problems in the construction industry. Many researchers and
practitioners indicate that there are many wasteful activities during the design and construction
process. This will happen in circumstances where design changes compel some areas of the
already constructed elements of the building structure to be demolished.

D. Conflicts between the Parties Involved

The construction industry is a complex and competitive environment in which participants with
different views, talents, and levels of knowledge of the construction process work together. In
this complex environment, participants from various professions, each have their own goals and
each expects to make the most of its benefits. According to Mohamad et al., (2012) Design
changes have the possibility of creating conflict between client and contractor and consultant
because of their effect on cost and time performance.

E. Demolition and Rework

Rework was defined as the unnecessary effort of re-doing a process or activity that was wrongly
executed for the first time (Love, 2002). A major cause of rework is design changes (Han et al.
2013). According to Li and Taylor (2014), rework in a construction project can significantly
affect project cost and schedule performance. Rework cost typically ranges from 10% to 15% of
the contract sum in a particular building construction project (Sun & Meng, 2010). Love (2002)
surveyed the rework costs from 161 Australian construction projects which revealed that rework
increased a project’s duration by 12.6% and added 20.7% to the project cost.

CHAPTER THREE: RESEARCH METHODOLOGY

3.1 Study area

This project is conducted in SOLOMON ABIYE building construction which is found in Bonga.
Bonga is found in the southwestern region of Ethiopia and is 484km far from Addis Ababa.

3.2 Research Design

The objective of this study is to identify the cause and effect of the design. Explanatory research
was performed as the study establish causal relationships between the effect on project
performance and (design change factors). According to Kumar (2011), Explanatory research
attempts to clarify why and how there is a relationship between two aspects of a situation or
phenomenon. The research design was formulated starting from identifying the problem and
followed by literature review, archival study, and informal discussion with colleagues and
professionals in the sector. As a source of data and information, available documentary sources
relevant to the research were reviewed. The review includes books, internet sources, and other
documents. The major stakeholders in construction were a great help in collecting data and
information. The question that arise concerning the design change was discussed with them.
After collecting such data, the data were then analyzed for cross-checking the validity and
conformity of the information obtained through the overall research work. Discussion played a
crucial role in drawing Conclusions and forwarding recommendations.

3.3 Methodology
There was both primary and secondary data collection method. Since some conditions were not
facilitated this research is not able to conduct by quantitative method rather it used the
quantitative data of former research regarding this problem. Also, a semi-structured interview
was taken place to assess the cause and effect of design change. The interview was conducted
with five people who are the main stakeholders in the industry. Interviews were conducted in the
office and lasted approximately 10 minutes each. The answers were recorded by notebook and
some are recorded by consent.

Primary data collection method

 Interview
 Record and document

Secondary data collection method

 Books
 journals

3.4 project population

The population of the project is mainly the stakeholders and the site workers. So for this project,
the project populations are funded in toilet construction which is owned by the Bonga University
and is being built by the Solomon Abiye B.C.
The population of this study covers

 Bonga university construction control office officials

 MH consulting team
 project manager
 site engineer
 supervisor

3.5 Project Sample size

The advantage of using a sample is that it is more practical and less costly than collecting data
from the population selecting the project sample is very important and great care must be taken
when choosing the type of sample design. Out of seven interviews, 5 response was obtained.
This means an effective response rate of 71.4%. This was believed to be accepted for the project.
The sample size consists of 5 respondents.

3.6 sampling techniques

In this project, respondents are selected based on the involvement and knowledge they have in
the problem raised.

3.7 Data collection methods

The primary data essential for this project was gathered from direct interviews and observation
on the site throughout the intern session. The data needed for this study was also collected from
secondary sources through reviewing the office records, previous related studies, articles, and
journals.

3.8 Data Analysis Technique

To answer research questions and objectives initially comprises literature interviews to obtain
existing knowledge on various aspects of the study area. Pearson Correlation analysis was
conducted to test the existence of a significant relationship between the design change factors
and project performance. The semi-structured interview was taken place to assess the cause and
effect of design change. The interview was conducted with five people who are the main
stakeholders in the industry. Interviews were conducted in the office and lasted approximately 10
minutes each. The answers were recorded by notebook and some are recorded by consent. After
collecting such data, the data were then analyzed for cross-checking the validity and conformity
of the information obtained through the overall research work. Discussion played a crucial role
in drawing Conclusions and forwarding recommendations.

CHAPTER FOUR: DISCUSSION AND RESULT

4.1 Some cause factors raised during interview and discussion

4.1.1 Client related factor

According to the respondent, some of the client-related factors are owners’ failure to review the
document at the right time, Owner instructing additional work/scope change, Owner’s change of
schedule due to financial problems Owner’s needs during the design stage are unclear or not
well-defined, and Changes requested by the owner. The respondent ranked “change requested by
the owner” as the first cause of design change causing factor.

4.1.2 Consultant related factors

An additional cause of the design change order was a change in specifications. In a construction
stage, it could be a failure to change the specification due to a change of mind of the client or the
consultant which results in variation orders. Consequently, changes in specifications can be the
major cause. Inadequate working drawing details was another major cause of variation order
which is the outcome of the consultant. A well-detailed working drawing is believed to decrease
variation orders.

4.1.3 Discussion of Top three Design Change Cause Factors

4.1.3.1 Changes requested by the owner

The owner's desire for a change was recognized as the initial cause generating design changes in
the Solomon abiyes construction project. A change in project scope and/or alteration of project
function, which came from the customer after some or all of the work was accomplished, are
among the factor changes requested by the owner. This conclusion is backed up by studies on
design modification. According to Mohamed et al (2012), the owner's request for a design
change was ranked first, and the client was the one who began the modification in general.
Client-requested changes during the design and construction process can result in cost and
schedule overruns, as well as increased project delivery team uncertainty.

4.1.3.2 Poor Communication between Contracting Parties

"Poor communication between contracting parties" was the second cause identified based on the
responses. Any project's output will be full of changes and problems, which will lead to design
changes if communication is not handled properly. As a result, coordination among the primary
stakeholders is critical for reducing design change while also reducing the occurrence of changes
and faults. According to Ahmed Hussien et al. (2018), poor communication can lead to project
failure, particularly in severe circumstances where the problem is not addressed.

4.1.3.3 Error and Omission in Design

The failure of design professionals to deliver complete, accurate, and well-coordinated design
outputs causes a design error or omission (Waziri, 2016). Building and engineering infrastructure
problems, as well as project time and expense overruns, are frequently caused by design errors
and omissions (Sun and Meng, 2009; Love et al., 2009). A design error is created by a lack of
guidance in the specifications and plans, which, if followed by the contractor, will necessitate
replacement or repair at a cost, or result in a construction failure. Design flaws can wreak havoc
on a project's performance, resulting in failures, accidents, and even death. The removal of
features on structural drawings and the incorrect description of architectural drawings in
specifications are two common design faults that result in design changes

4.2 Discussion effect of Design Change on Project Performance

A. Delay of Project
According to the findings of the interview, the first effect generated by the design modification
element is "project delay." This hypothesis is supported by a number of studies. According to
Undurraga (1996), design flaws account for 20 to 25 percent of the entire construction time in
Latin American countries. Another study conducted in Kenya by Ahmed (2013) found that
design change is one of the most significant causes causing project delays or schedule overruns.

B. Increase in Project Cost

According to the findings, a rise in project cost ranks second among the significant
repercussions. Mughees et al., (2019) published a study titled Design Change in Construction
Projects: Causes and Cost Impact. Contractor and consultant issues were identified as important
design modification reasons that caused cost overruns of 27.1 percent and 48.1 percent,
respectively, with a cost overrun of 5-40 percent.

C. Demolition and Rework

Based on the results obtained from the survey, respondents ranked “Demolition and rework” as
the 3rd effect caused by the design change factor. 79% of rework costs arising in industrial
engineering projects were the result of design changes, errors, and omissions. Rework cost
typically ranges from 10% to 15% of the contract sum in a particular building construction
project (Sun & Meng, 2010).
 CHAPTER FIVE: CONCLUSION AND RECOMMENDATION

5.1 CONCLUSION
Changes in construction projects are widespread and can arise from a variety of sources and for a
variety of reasons at any stage of the project. The study's major goal was to determine the causes
and effects of design changes at the Solomon Abiye site. According to the survey, the top three
causes of design modification are the owner's desire for change, inadequate communication
between contracting parties, and error and omission. The top three effects observed are project
delay, project cost rise, demolition, and rework.

The study's an other goals were to see if there was any correlation between the client, consultant,
and contractor factors and project performance. In this study, it was discovered that all client-
related, consultant-related, and contractor-related design modification elements have a
significant impact on project performance. That is to say, there is a positive and significant
association between design modification and project performance. This means that when design
changes become more prevalent, the impact on project performance will become more
pronounced. We may conclude that if this design modification component, which has a large
impact on project performance, is not given sufficient consideration, it will be extremely difficult
to meet project objectives.

5.2 RECOMMENDATION

Recommendation for consultant:

the design and tender document preparation phases, since this will reduce the number of design
changes, design flaws, and unrealistic contract requirements. This would aid in reducing time
and expense overruns, both of which have an impact on project performance.

Consultants should conduct and schedule realistic project durations utilizing a precise work
breakdown structure and current software such as MS Project and Primavera, which will aid in
the creation of a detailed and well-organized project schedule to minimize exaggerated time and
expense variances.

Consultants should provide a brief summary of the design document to the client's designated
professional. And raising awareness of the implications of design changes made during the
building phase.

Recommendation for client

 Early on, clients should request a clear and comprehensive design brief. Which would
assist the client in comprehending the design idea and resolving the issue of seeking
changes during the construction stage, resulting in project delays, cost overruns, and
rework.
 to make the design process and communication with the design team easier, the customer
should hire an experienced project coordinator to represent them.
 If a scope change is required, the design should be adjusted in accordance with the
currently developed structure, communicating with the design team to avoid unwanted
rework, cost overrun, and time overrun.
Recommendation for Contractor

 The contractor must increase stakeholder communication and cooperation. By

establishing regular and established meeting times for the parties to discuss the current
design and on-site work. This will prevent frequent design changes, which result in time,
cost, and rework overruns.
 Instead of requesting that they use available material to enhance their profit margin, it is
preferable that they raise their profit margin by completing the project with the
consultant's provided and approved material.

General recommendation

 Clients, consultants, and contractors should consider giving enough time during the initial
design stage to adequately implement the client's idea and finalize the proposed work's
needs.

Recommendation for the client:

 Clients should ask for a clear and complete design brief at an early stage. Which would
help the client to understand the design concept and solve the problem of requesting
change during the construction stage which will result in a delay in the project, cost
overrun, and rework.
 The client should engage an experienced project coordinator that represents the client to
ease the design process and communicate with the design members.
 If scope change is mandatory, communicating with the design team the design should be
modified by the currently constructed structure to avoid undesirable rework, cost overrun
and time overrun.

Recommendation for Contractor:

 The contractor has to improve communication and coordination between stakeholders.

By having constant and fixed meeting schedules where the parties could discuss the
 current design and actual work on site. This will avoid frequent design change that results
in time overrun, cost overrun, and rework.
 Instead of asking to use available material to increase their profit, it is better if they
increase their profit margin and execute the project with the given and approved material
by the consultant.

General recommendation:

 The clients, consultants, and contractors should be considered allocating sufficient time at
the initial design stage to implement the client's idea properly and to finalize the
requirements of the proposed work.

REFERENCE