Türkiye'de yapsat modeli ile gerçekleştirilen inşaat projelerinde süre ve maliyeti artıran faktörler
Factors increasing time and cost in construction project carried out with build and sell model in Turkiye
Yazar: KRAL KARAKOÇ
Danışman: DOÇ. DR. FATMA PINAR ÇAKMAK
İstanbul Teknik Üniversitesi / Lisansüstü Eğitim Enstitüsü / Mimarlık Ana Bilim Dalı / Proje ve Yapım Yönetimi Bilim Dalı
Derece: Yüksek Lisans, 2024
Konu: Mimarlık = Architecture
Dizin: İstanbul Teknik Üniversitesi = Istanbul Technical University

Özet:
Türkiye inşaat sektöründe karakteristik yapısına özgü oluşan proje teslim sistemlerinden biri de "Yapsat İnşaat Modeli"dir.Bu modelin ana sabitlerinden olan maliyet ve süre yönetiminin önemini vurgulamak amacıyla yapılan bu tezde, yapsat olarak tanımlanan orta veya büyük bütçeli inşaat işletmelerinin veya halk arasında müteahhitlik olarak bilinen ana yüklenicilerin üstlendikleri inşaat üretiminde proje maliyeti ve süre aşımını artıran faktörler araştırılmaktadır. Tasarımdan yapıma kadar teknik konuların yanında hukuki ve iktisadi değerleri de kapsayan inşaat projeleri yönetimi tüm kalemleriyle süre ve maliyet değerlerine etki etmektedir. Şantiye kontrolü ve inşaat üretiminde proje yönetimi kıstaslarına itibar etmeden tek karar mercii olarak hareket eden müteahhit, ana yüklenici veya proje müdürü, sıfatı ne olursa olsun projelerin tasarımına, şantiye organizasyonuna, yapımına planlamaya ve şartnamelere uygunluğuna dikkat etmesi gerekmektedir. 
Literatür ve saha araştırmalarına dayanan bu tez çalışmasının sonucunda yapsat inşaat modelini süre ve maliyeti artırarak sekteye uğratan faktörlerin başında ilk olarak ihmal edilen proje yönetimi esasları olduğu bariz bir şekilde görülmektedir. Ardından bir projenin yürütülmesi ve inşaatın kurulması açısından değerlendirildiğinde inşaata hazırlık çalışmaları sayılabilecek fizibilite analizinin yapılmaması, proje tasarım sürecinin basite alınması, idari hukuki bağlayıcılar olan şartname ve sözleşmelerin sadece prosedür olarak görülmesi, şantiye organizasyonda uzmanlaşmış ekip çalışmasının önemsenmemesi, iş kazalarına olan duyarsızlık ve yapsat işletmesinin büyüklük ölçütleri kapsamında finansman gücü ve kredibilitesi sayılabilmektedir. Sayılan bu faktörlerin önlemleri doğrultusunda genel sonuç tek kelime ile yine liyakate çıkmaktadır. Ekonomik dalgalanmaların kolaylıkla kaos yarattığı ve her inşaat üretiminin barınma ihtiyacını karşılamak gibi sosyal misyonun yanında aslında ticari bir amacı olduğu düşünüldüğünde, yapılan bu alışverişte kullanıcı ve üretici tarafların ortak müşterekte buluşmaları içinde süre ve maliyet yönetimi esastır. Bu bakımdan düşünüldüğünde yeterli finasman güce sahip olmayan işletmelerin girişimcilik düşüncesiyle en baştan doğru değerlendirme ve fizibilite analizlerini yapıp tamamlayamayacakları işe girmemeleri gerekmektedir. Tarafların başlanacak inşaat üretiminde haklarını koruyan toplam süre ve maliyeti de içeren sözleşmelerin fizibilite analizine paralel hatta güvenli tarafta olması gerekmektedir. Gerekli anlaşmalar sağlandığında başlanan inşaat imalatının tek seferlik ve hata kaldırmayan bir sanayi olduğunu düşünürsek başta en hızlı şekilde olması istenen proje tasarım çalışmalarının zemin etüdleri, mimari,iç mimari, statik, elektirik ve tesisat projeleriyle tam takım ve tüm detayları ile uygulamaya yönelik olarak hazırlanması gerekir. 
Bu noktada gerekli idari birimlerce prosedüre uygun izinler de alındıktan sonra kurulan şantiye organizasyonu proje tasarımına göre gerekli kalemlerin malzeme tedarikleri, zamanlama ve maliyet açısından baştan planlanarak proje yöneticisin kontrolleri doğrultusunda dağıtılan görev çizelgesi ile programlanan takvim çerçevesinde ilerlemelidir. Oluşabilecek kazalara karşı riskler önceden düşünülüp önlemler alınmalıdır. Sonucunda oluşabilecek her hata süre ve maliyeti artırıp, zaman geri alınamayacağı için işletmenin maddi gücünü zorlayacaktır.
Bu çalışmanın literatüre katkı noktasında genç girişimcilere ve yeni mezunlara rehber niteliğinde olması, sektörün içinde normal görünen fakat o şekilde olmaması gereken noktalar hakkında aydınlatıcı bilgi paylaşımı içermesi amaçlanmaktadır. Bu noktada kavram karmaşasına son vermek için tanımlamalara uzunca yer verilmiş, süre ve maliyeti etkileyen faktörler ve önlemler geniş bir yelpaze değerlendirilerek farklı disiplinlerden birçok çalışmaya atıfta bulunulmuştur.

Abstract:
This thesis is conducted to emphasize the importance of cost and time management, being one of the main constants of the "Build and Sell Construction Model", which is one of the project delivery systems specific to the characteristic structure of the construction sector in Turkey. The factors that increase project cost and time overrun in construction projects undertaken by medium-scale construction companies, defined as builders or the main contractors, known as build and sell companies among the public, are investigated. Construction project management, which includes technical issues as well as legal and economic values from design to construction, affects time and cost criteria with all its items. Regardless of whether the contractor, main contractor or project manager acts as the sole decision maker without considering project management criteria in site control and construction works, it is necessary to pay attention to the design of the projects, site organization and compliance of the construction with the design and specifications.
As a result of this thesis study, it is seen that project management principles, which are the first neglected factors that disrupt the build and sell construction model in terms of time and cost, are the main factors. Afterwards, the factors that increase the project cost and time overrun are investigated from the perspective of executing a project and establishing construction. These factors include the failure to perform feasibility analyses that are construction preparation works, oversimplifying the project design process, considering the specifications and contracts as only procedures which are administrative legal bindings, disregarding teamwork specialized in the construction site organization, insensitivity to work accidents and credibility of the construction companies defined as build and sell companies or main contractors. Financial strength and credibility can be counted within the scope of the criteria. In line with the measures of these factors, the general result is once again on merit. Considering that economic fluctuations easily create chaos and every construction manufacturing has a commercial purpose besides its social mission, such as meeting the need for shelter, time and cost management is essential for the user and producer sides to meet a common denominator in this transaction. In this respect, businesses with insufficient financial power should not enter into a business that they will not be able to evaluate and complete correctly from the beginning with an entrepreneurial mindset and feasibility analyses. Contracts, including the total time and cost that protect the parties' rights in the construction, should be on the safe side, parallel to the feasibility analysis. Considering that construction is a one-time and error-free industry, it is essential to prepare the project design work, including ground surveys, and architectural, static, electrical, and plumbing projects, with        a complete team and all details as quickly as possible when the necessary agreements are reached.
Once the necessary permits are obtained from the relevant administrative units, the construction site organization established should proceed following the project design. The required items such as material procurement, timing, and cost should be planned from scratch and progressed within the framework of the task schedule distributed under the control of the project manager. The risks against possible accidents should be considered beforehand, and precautions should be taken. Any mistake that may occur will increase the time and cost, and since time cannot be reversed, it will strain the financial power of the business.
The aim of this study is to provide enlightening information sharing about the points that seem normal but are actually not in the industry, and to guide young entrepreneurs and recent graduates in terms of contributing to the literature. To eliminate conceptual confusion at this point, many definitions have been given, and many studies from different disciplines have been referenced by evaluating a wide range of factors and precautions that affect time and cost.
If the project is not tailored to its purpose, there will be no efficient workflow in the organization. If job and task descriptions are not detailed, the necessary specialized personnel will not be available, which will lead to prolonged production, confusion and laxity of authority and responsibility in the field, and loss of time in progress. A well-established team and one person making all decisions will become a burden as things become more complex, and disruptions and losses begin. Things will get out of control, not on a long-term project basis, but according to daily momentary developments. This also prevents the control of the works in terms of robustness. After a while, that one person who assumes authority and responsibility will see himself as knowledgeable and decision-making even in matters in which he is not an expert. In this situation, specialization and staff training are not given importance.
There will not be an efficient work flow in the organization is not made the purpose of the project. If job and task descriptions are not detailed, the necessary expert personnel will not be accessible, and this will lead to prolongation of production, confusion and laxity in authority and responsibility in the field, and loss of time in progress. Well-established teamwork, all decisions gathered by one person will become a burden as things get complicated, and disruptions and losses will begin. Things will get out of control, not on a long-term project basis, but according to daily instant developments. This situation also hinders the control of the works in terms of soundness. That single person who assumes authority and responsibility, after a while, sees himself as a knowledgeable person and decision-maker even in matters of which he is not an expert. In this case, no emphasis is placed on expertise and staff training. 
As a result, the personnel in the field of work begin to be shaped not according to specialties but to closeness and kinship relations, which disrupts subordinate relations. The most trusted staff is kept in the purchasing department, and supply works from acquaintances without detailed market and company research, without considering current technical developments and, unfortunately quality. Procurement works are carried out without planning, in line with the immediate urgent needs. In this kind of shopping made to save the day, price and quantity are generally not taken into account and result in wastage resulting in an unbalanced, inconsistent stock situation. Again, in transporting the supplied materials and products, there may be unplanned management and organizational defects, etc., with loss of time. 
Scheduling and workflows are not controlled, or scheduling is not done at all. Information flows by word of mouth; most developments remain in the air by word of mouth and are often not noted. 
As a result, when information is needed, time losses occur repeatedly until the correct answer is reached. Nor can it be blamed for faulty production. Workshop-type manufacturing is done on a construction site, and the cost increases invisibly because the old methods are known to be logically cheap. 
As defects are revealed, time and financial losses continue to increase in terms of compensation. Failure to note and archive changes causes administrative and legal obstacles. Moving to the sales and earnings stage will inevitably take extra time and effort to remove administrative and legal barriers. If a budget program and calculations are not made in investments, the enterprise will experience frequent financial crises, the production process will be prolonged due to time losses, and unnecessary loan-interest payments will occur if sales cannot be made due to inadequate marketing strategy. In this case, the lost time and increased costs are far from what was initially imagined.
In this study, we only talk about the construction model of the builder who works in residential construction and builds to sell, which we can call an entrepreneur or contractor. We can say that there are two types of builder groups. At this point, the single entrepreneur and the contractor model enter our mix. In entrepreneurial construction enterprises, the property belongs to them, and they do not have any demands as the buyer is not known at that moment. Therefore, the entrepreneur completes the construction with his own ready money and sells it when he feels ready. 
They are capital-intensive enterprises and reflect price differences in production and sales price. Contractor construction enterprises are obliged to complete and deliver the production upon the request of a buyer-user customer (actual or legal entity) with a specific project and following the specifications over the time and cost guaranteed by the contracts. At the end of construction, ownership passes to the employer. According to entrepreneurial enterprises, their capital is limited, so they are more affected by the uncertainties in the market. 
Some enterprises also transfer the work they undertake to subcontractors. It is observed that the volume of business delegated to subcontractors is generally inversely proportional to the size of the business transferred to the business. In wholesale material purchases, the unit costs of products are more advantageous than in low-volume enterprises. In this case, they can use their capital more efficiently in land purchases. On the other hand, small businesses do not want to risk both material production and land investment costs at the same time. At this point, we come across the project delivery system, which we know as construction in return for flats, where the payment is made as a share of land. 
The factors that increase time and cost in the build-and-sell construction model can be listed as failure to make balanced contracts depending on the size of the enterprise, neglecting administrative legal processes, not working with a qualified team of trained experts, lack of project management organization, failure to establish interdisciplinary relations correctly, failure to integrate with current technologies, failure to manage the procurement process with fluctuations in the economy, faulty credit policies, working without giving importance to quality and occupational safety standards.
As a result, a company that has not been able to establish balances within itself, inevitably cannot manage time and cost correctly if it is a contractor. In this case, production is often interrupted. The fact that housing contractors, called builders, take over the management of all works, do not delegate authority and responsibilities to experts, appoint themselves as construction managers with a controlling and know-it-all approach, and delegate the work directly to the foreman who comes after them at the technical level are among the factors that cause the budget and time to get out of control in the later stages of construction. 
Both horizontal growth (more employees reporting to the manager) and vertical growth (more management levels) must be balanced In construction management. Contractors tend to keep office expenses and management functions to a minimum. International companies assign this responsibility to the project manager.
The characteristics of the project shape project delivery systems , the method of doing the work, the technology needed and the pricing in the contract. What is meant by the characteristics of the project, the type of project, the public or private nature of the investor and the budget will influence the form of the contract and the obligations of the parties. In any case, the owner will expect the construction work to be completed quickly and at the least cost..