The construction industry builds infrastructure and strengthens the global economy, but it struggles with cost overruns. This systematic study used scientometrics and Social Network Analysis to examine the multifaceted factors causing construction project cost escalations. After reviewing 405 scholarly works, the research mapped and analyzed 66 interconnected cost overrun factors in 69 high-impact studies between 2000 and 2024. To uncover the patterns, the study used two main research methods. First, this study applied a scientometric analysis that reviewed trends and gaps from the previous studies. Second, this study used Social Network Analysis (SNA) to examine how different factors were connected and which factors had the strongest influence on cost overruns. The methodology comprised a systematic literature search, document selection, scientometric analysis, factor standardization, and an SNA application. Seven critical drivers with high network centrality were identified: planning and scheduling issues, project estimation inaccuracies, design inefficiencies, negative weather conditions, scope definition challenges, contractual ambiguities, and unforeseeable site conditions. By applying the SNA degree centrality (DC), the analysis quantified the significance of each factor within the network. With the use of this dual analysis, a novel mapping of the main causes of cost overruns was produced, leading to the discovery of seven core factors that significantly affected project outcomes, including planning and scheduling issues, project estimation problems, and design inefficiencies. The findings advance the knowledge of the dynamics of cost overruns and offer practical insights for enhancing cost management practices in the construction industry.

The construction industry builds infrastructure and strengthens the global economy, but it struggles with cost overruns. This systematic study uses scientometrics and Social Network Analysis to examine the multifaceted factors causing construction project cost escalations. After reviewing 405 scholarly works, the research maps and analyzes 66 interconnected cost overrun factors in 69 high-impact studies between 200 and 2024. To uncover the patterns, the study used two main research methods. First, this study applied a scientometric analysis that reviews trends and gaps from the previous studies. Second, this study used Social Network Analysis (SNA) to examine how different factors are connected and which factors have the strongest influence on cost overruns. The methodology comprises a systematic literature search, document selection, scientometric analysis, factor standardization, and SNA application. Seven critical drivers with high network centrality were identified: planning and scheduling issues, project estimation inaccuracies, design inefficiencies, negative weather conditions, scope definition challenges, contractual ambiguities, and unforeseeable site conditions. By applying SNA Degree Centrality (DC) the analysis quantifies the significance of each factor within the network. With the use of this dual analysis, a novel mapping of the main causes of cost overrun was produced, leading to the discovery of 7 core factors that significantly affected project outcomes, including planning and scheduling issues, project estimation problems, and design inefficiencies. The findings advanced the knowledge of the dynamics of cost overrun and offered practical insights for enhancing cost management practices in the construction industry.

The current research investigates cost overrun factors in structural projects, focusing on the Middle East and North Africa (MENA) region using Egypt as a model. A systematic literature review was conducted, analyzing 405 research papers published between 2000 and 2024, from which 69 relevant papers were selected to identify 48 key factors contributing to cost overrun. Using K-means clustering, these factors were grouped into three clusters based on their probability and impact, which were classified for their risk levels. To ensure robust analysis, a survey was conducted to gather expert opinions, resulting in 369 valid responses from owners, contractors/subcontractors, and management firms/consultants. The fuzzy group decision-making approach (FGDMA) was conducted to rank all 48 factors, offering a detailed assessment of their relative importance. Based on these rankings, the top 20 factors were identified for analysis to examine variations in stakeholder priorities, capturing differences in perspectives among multi-stakeholders. Sensitivity analysis and Tornado charts explored the critical variations among stakeholders, with management firms/consultants and owners prioritizing design-related risks, such as inconsistencies and delays in approvals, while contractors/subcontractors focused more on material waste. This novel integration presents a structured approach for analyzing, prioritizing, and mitigating cost overrun risks, offering a comprehensive framework that provides practical insights for stakeholders to improve cost and risk management strategies.

This study examines cost overrun factors in construction projects, focusing on the MENA region using Egypt as a case study. A systematic literature review was conducted, analyzing 405 research papers published between 2000 and 2024, from which 64 relevant papers were selected to identify 48 key factors contributing to cost overruns. Using K-Means clustering, these factors were grouped into three clusters based on their probability and impact, allowing for their classification by risk level. To ensure robust analysis, a survey was conducted to gather expert input, resulting in 369 valid responses from clients, contractors, and consultants. The Fuzzy Group Decision-Making Approach (FGDMA) was used to rank all 48 factors, offering a detailed assessment of their relative importance. Based on these rankings, the top 20 factors were identified for further analysis to examine variations in stakeholder priorities, capturing differences in perspectives among clients, contractors, and consultants. Sensitivity analysis and Tornado charts revealed critical variations among stakeholder, with consultants and clients prioritizing design-related risks, such as inconsistencies and delays in approvals, while contractors focused more on material waste. The findings present a structured approach for analyzing and prioritizing cost overrun risks, providing practical insights for construction professionals to improve cost and risk management strategies.