PROJECT MANAGERS ON CONSTRUCTION HEALTH AND SAFETY

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THE IN FLUEN CE OF PRO JECT M AN AGERS O N CON STRUCTION HEALTH AN D SAFETY IN SOU TH AFRICA

THE AU STRALIAN JOU RN AL OF CO N STRUC TION ECON OM ICS AN D B UILDIN G VOL.2 NO .1 57

THE INFLUENCE OF PROJECT MANAGERS ON CONSTRUCTIONHEALTH AND SAFETY IN SOUTH AFRICA

John Smallwood and Danie Venter

University of Port Elizabeth, South Afr ica

INTRODUCTIONConstruction occupational fatalities, injuries

and disease result in considerable hum an

suffering and affect, not only the w orkers

directly involved, but also their fam ilies and

com m unities and contribute to the national

cost of m edical care, and rehabilitation

(Sm allw ood, 1996).

H ow ever, occupational fatalities, injuries

and disease also contribute to variability of

resource, w hich increases project risk. Such

risk can m anifest itself in dam age to the

environm ent, reduced productivity, non-

conform ance to quality standards and tim e

overruns, and ultim ately in an increase in

the cost of construction. Other possible

m anifestations include dam age to client

property and, or im paired production proc-

esses, and a poor client and contractor im -

age as a result of accidents (Sm allw ood,

1996).

Literature reviewG iven that all project stakeholders cli-

ents, designers, project m anagers (PM s)

and contractors influence and contribute

to construction health and safety (H & S),

PM s, in their capacity as project leaders and

co-ordinators, are uniquely positioned to

integrate H & S into all aspects of the design

and construction processes (Sm allw ood,

1996; H inze, 1997). H ow ever, only one of the

nine project m anagem ent know ledge areas

in the Project M anagem ent B ody of Know l-

edge (PM B O K) m akes any reference to H & S(and that is perfunctory), nam ely project

hum an resource m anagem ent (Project

M anagem ent Institute, 1996). G iven that oc-

cupational fatalities, injuries, disease, and

accidents in general increase project risk, it

is significant that a further know ledge area,

nam ely project risk m anagem ent does not

m ake reference to H & S.

Traditionally PM s have focused on cost,

quality and tim e. H ow ever, this traditional

approach has not been successful, w ith the

greater percentage of projects not beingcom pleted w ithin budget, or to quality and

tim e requirem ents (Allen, 1999). The need

for a paradigm shift and focus on H & S is

am plified by the com plem entary role of H & S

in overall project perform ance cited by vari-

ous authors H & S enhances productivity,

quality, tim e and ultim ately, cost (H inze,

1997; Levitt and Sam elson, 1993).

G iven the docum ented im pact of accidents,

the influence of H & S on other project pa-

ram eters, the need for a m ulti-stakeholder

approach to H & S, the m inim al status af-forded to H & S by the P roject M anagem ent

B ody of Know ledge and the unique position

and role of PM s in projects, the objectives of

this study are to determ ine:

PM perceptions relative to the im portance

of H & S and other project param eters

the frequency at w hich P M s consider and

refer to H & S during the design and devel-

opm ent, and im plem entation or construc-

tion phases

the frequency at w hich P M s consider andrefer to H & S relative to various design and

related activities

the frequency at w hich various procure-

m ent related situations and interventions,

w hich affect H & S, are encountered and

taken by P M s respectively

the aspects or actions w hich PM s perceive

can im prove or contribute to an im prove-

m ent in H & S perform ance

the perceived im pact of inadequate or the

lack of H & S on other project param etersand project risk.

Project life-cycleG iven that projects are unique and involve a

certain degree of risk the PM B OK recom -

m ends that projects be subdivided into sev-

eral phases to provide for better

m anagem ent control. These phases, w hich

are collectively referred to as the project life

cycle (Project M anagem ent Institute, 1996),

are:

concept and initiation

design and developm ent


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JOHN SM ALLW OOD AND DANIE VENTER

60 THE AUSTR ALIAN JOU RN AL OF CO N STRU CTION ECO N OM ICS AN D BU ILDIN G VOL.2 N O.1

of general contractors (GCs) and SCs on

H & S by clients and GCs respectively. The

purpose of pre-qualification in the H & S

sense is to provide a standardised m ethod

for the selection of contractors on the basis

of dem onstrated safe w ork records, H & S

com m itm ent and know ledge, and the abilityto w ork in a healthy and safe m anner. This

w ill ensure that only H& S conscious con-

tractors are selected.

Construction phasePM s can im plem ent processes, strategies

and undertake various interventions that

can com plem ent H & S, during the construc-

tion phase.

Partnering is a process that brings the vari-

ous stakeholders involved in a project to-

gether, i.e. client, designers, generalcontractor, subcontractors and suppliers.

The process includes the developing of m u-

tual goals and m echanism s for solving

problem s. There are tw o reasons for ex-

pecting partnering to reduce accidents: first,

the im provem ent in all-round relations on

the project, w hich in turn, according to re-

search, results in reduced accidents; sec-

ond, the perform ance objectives, w hich form

part of the partnering charter, usually in-

clude a specific m ention of H & S (Levitt and

Sam elson, 1993).

The prior research conducted in South Af-

rica included a structured interview

(Sm allw ood, 1996). H addon, a P M , says:

PM s should not turn a blind eye, and if nec-

essary issue site instructions, as H & S is an

integral part of working on site.He rec-

om m ends that PM s refer to H & S during ini-

tial site inspections and site handovers (due

to the effects of the project on the im m edi-

ate environm ent), at site m eetings (if the G C

or SCs are not addressing it), and during

site inspections and discussions (as H & S isthe m ost im portant aspect on site.)

Other research findings are that the m ajor-

ity of PM s alw ays or often m ade reference to

H & S during site handovers, site m eetings,

site inspections and site discussions.

O osthuizen (1994) m aintains PM s w ill be

successful in their endeavours if they adopt

a holistic approach as H & S, productivity and

quality are inextricably intertw ined. Ideally,

PM s should m ake frequent reference to

H & S on all occasions during the construction

phase, nam ely site handovers, m eetings,inspections and discussions, to ensure that

the project environm ent is conducive to and

com plem entary to the synergy betw een

H & S, productivity, quality and tim e

(Sm allw ood, 1996).

Risk

D uring the prior research conducted inSouth Africa, 95.8% of PM s m aintained that

inadequate H & S, or the lack of it, increased

project risk (Sm allw ood, 1996). Although

inadequate, or non-existent H & S results in

variability of resource output, and conse-

quently an increase in risk, it also results in

the probability of an accident. G iven that,

firstly, risk is a function of probability and

im pact, and secondly, that the outcom e of

accidents is largely fortuitous, the potential

risks that are a result of inadequate or non-

existent H & S are substantial.

Generic tools and techniques to

engender H&SAccording to K erzner (1992), oral com m uni-

cation, w hich is preferred by m ost people in

the construction industry is a m ajor source

of com m unication breakdow n. H ow ever,

O osthuizen (1994) m aintains this problem

can be circum vented by form alizing the

process of com m unication and recom m ends

the use of checklists and the im plem enta-

tion of a docum ented quality m anagem ent

system (Q M S).

H ood (1994) concurs, and says problem s

related to H & S, productivity and quality can

frequently be traced to substandard, incon-

sistently applied or non-existent operating

procedures and practices. Standard operat-

ing practices and procedures, and safe w ork

procedures (SW Ps), are the core com ponent

of both QM Ss and H & S m anagem ent sys-

tem s as they guarantee uniform ity of opera-

tion throughout an organisation. They

effectively ensure that each tim e a task is

perform ed, it is done consistently, correctlyand in a healthy and safe m anner.

The need for QM Ss is not constrained to

construction according to C ornick (1991)

there are a num ber of incentives for design

practices to im plem ent QM Ss in their prac-

tices, e.g. reduced liability risk because of a

reduction in professional indem nity insur-

ance prem ium s. This occurs as a result of

the system atic discipline dem anded of any

process by the application of a QM S client

requirem ents are clearly defined and

agreem ent thereof is recorded, sources of

inform ation pertaining to any design decision


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are clearly defined and docum ented, re-

sponsibilities for project quality are clearly

defined and docum ented, and there is re-

duced supervisory responsibility relative to

the construction process.

Consequently PM s should endeavour to pro-

cure the services of designers and contrac-

tors that have docum ented Q M Ss, and, in

the case of contractors, docum ented H & S

m anagem ent system s that include SW Ps.

Prequalification of designers and contrac-

tors on the basis of docum ented QM Ss, and

contractors on the basis of docum ented

H & S m anagem ent system s including SW Ps,

w ill engender the im plem entation of such

system s and procedures.

RESEARCH

Sample frameThe sam ple fram e w as intended to consist

of constructionPM s, w ho w ere m em bers

of the P roject M anagem ent Institute of

South Africa (PM ISA). H ow ever, the P M ISA

w ould not provide the researchers w ith a

m em bership directory, as they w ere con-

cerned about the confidentiality of their

m em bership. Provision of the directory

w ould have enabled the identification and

sole inclusion of the construction PM s in the

survey. Consequently 489 questionnaires

w ere m ailed by the PM ISA on behalf of theresearchers to a sam ple fram e, w hich sup-

posedly consisted of construction PM s.

H ow ever, a response w as received from

both an inform ation technology (IT) PM , and

a general contractor PM m em ber. Further,

it is significant to note that the total m em -

bership of the m ore recently established

Association of Construction Project M anag-

ers (ACPM ), established by the construction

PM s that seceded from the PM ISA, is 95.

Therefore, although the 30 responses re-

ceived constitutes a response rate of 6.2%(30/487), the theoreticalresponse rate is in

the order of 31.6% (30/95). H ow ever, the

form er level of response reflects the gen-

eral level of response to national construc-

tion related surveys conducted am ong

various sam ple fram es in South Africa. Fur-

ther, it should be noted that the possibility

exists that the respondents m ight constitute

the m ore com m itted P M s in general, and

particularly w ith respect to H & S, and con-

sequently a degree of bias exists the per-

ceived bias m ay overstate the im portance of

param eters, the frequency of consideration

or reference to H & S on various occasions

and relative to various design related as-

pects, the potential contribution to im -

provem ent in H & S by various aspects and

actions, and the im pact of inadequate H & S

on various project param eters, and the level

of risk.

Importance index (II)G iven that respondents w ere required to

respond in term s of frequency and im por-

tance, it w as necessary to com pute an im -

portance index (II) w ith a m inim um value of

0, and a m axim um value of 3 or 4, to enable

a com parison of, and to rank various as-

pects/actions, param eters, occasions, and

situations/interventions. The II is calculated

using the form ulae:

4n1+ 3n

2+ 2n

3+ 1n

4+ 0n

5

n1+ n2+ n3+ n4+ n5

w here n1= Very im portant/alw ays

n2= Im portant/often

n3= N eutral/som etim es

n4= N ot really im portant/rarely

n5= N ot im portant/never and

dont know

or

3n1+ 2n2+ 1n3+ 0n4

n1+ n2+ n3+ n4

w here n1= Very im portant/often

n2= Im portant/som etim es

n3= Fairly im portant/rarely

n4= N ot im portant and unsure/

never and dont know

It should be noted that dont knowre-

sponses have been consolidated w ith not

im portantand neverresponses on the ba-

sis that not know ing the degree of im por-

tance of a param eter, or w hether H & S is

addressed on various occasions or relativeto various aspects, is tantam ount to H & S

not being im portant or never addressed, i.e.

if H & S w as im portant, or if it w as addressed,

then respondents w ould know .

FINDINGSThe responding PM s w orked for practices,

w hich em ployed an average of 5.7 PM s.

The greater percentage of practices, repre-

sented by PM s, m anaged projects as follow s:

A$ 16.7m per annum (36.7% ),

A$ 8.3m


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A$ 4.2m


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R espondents w ere also asked to rate eleven

project param eters on a scale of 1 (very im -

portant) to 5 (not im portant). Table 2 indi-

cates the resultant rankings based on an II

w ith a m axim um value of 4.0 and a m ini-

m um value of 0.0. It is significant that the

values of all the IIs are above the m idpointvalue of 2.0, w hich indicates that all the pro-

ject param eters can be deem ed to be per-

ceived as im portant by PM s. It is also

significant that the II values of the top seven

ranked project param eters are above 3.0,

w hich indicates that these project param e-

ters can be deem ed to be perceived as very

im portant, or close thereto. Client satisfac-

tion achieved a ranking of first, follow ed by

the traditional project param eters of quality,

cost and tim e. It is notable that project H & S

and public H & S achieved rankings of fifthand sixth respectively.

Table 3 presents the frequencies at w hich

PM s consider or refer to construction H & S

on various occasions in term s of the fre-

quency range: alw ays, often, som etim es,

rarely, never and dont know . The fourteen

occasions are ranked based upon an II w ith

a m axim um value of 3.0 and a m inim um

value of 0.0. It is significant that the values

of all the IIs are above the m idpoint value of

2.0, w hich indicates that the consideration of

or reference to H & S on various occasionscan be deem ed to be prevalent. It is also

significant that the II values of the top six

ranked occasions are equal to or higher

than 3.0, w hich indicates that H & S is al-

w ays/oftenconsidered or referred to on

these occasions. Site m eetings achieved a

ranking of first; follow ed by site handover,

site inspections/discussions, constructabil-

ity review s, pre-tender m eeting, and pre-

qualifying contractors. It is notable that the

highest ranked upstream occasion, con-

structability review s, achieved a ranking offourth, follow ed by prequalifying contrac-

tors, sixth. H ow ever, preparing project

docum entation and detailed design, w hich

achieved rankings of seventh and eighth,

follow ed closely.

Table 3: Frequency at which PMs consider, or refer to construction H&S on various occasions

Frequency (%)

Occasion Always Often Some-

times

Rarely Never Dont

know

II Rank

Site m eetings 56.7 26.7 13.3 3.3 0.0 0.0 3.37 1

Site handover 63.3 13.3 16.7 6.7 0.0 0.0 3.33 2

Site inspections/discussions 53.3 26.7 16.7 3.3 0.0 0.0 3.30 3

Constructability review s 46.7 23.3 26.7 3.3 0.0 0.0 3.13 4

Pre-tender m eeting 43.3 26.7 23.3 6.7 0.0 0.0 3.07 5

Prequalifying contractors 40.0 36.7 6.7 16.7 0.0 0.0 3.00 6

Preparing project docum entation 43.3 20.0 20.0 13.3 0.0 0.0 2.97 7

D etailed design 26.7 36.7 30.0 6.7 0.0 0.0 2.83 8

Client m eetings 26.7 33.3 30.0 10.0 0.0 0.0 2.77 9

Evaluating tenders 33.3 30.0 20.0 10.0 6.7 0.0 2.73 10

Concept (design) 23.3 36.7 26.7 13.3 0.0 0.0 2.70 11D esign coordination m eetings 23.3 33.3 30.0 13.3 0.0 0.0 2.67 12

W orking draw ings 23.3 30.0 10.0 26.7 6.7 0.0 2.38 13

D eliberating project duration 16.7 20.0 33.3 20.0 10.0 0.0 2.13 14


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PM s consider/refer to construction H & S

relative to various design related aspect in

term s of the frequency range: alw ays, often,

som etim es, rarely, never and dont know .

The sixteen aspects are ranked based upon

an II w ith a m axim um value of 4.0 and am inim um value of 0.0. It is significant that

the values of all the IIs are above the m id-

point value of 2.0, w hich indicates that the

consideration of or reference to H & S rela-

tive to various design related aspects can be

deem ed to be prevalent. It is significant that

only specification achieved an II value equal

to or higher than 3.0, w hich indicates that

H & S is alw ays/oftenreferred to relative

thereto. Type of structural fram e and

m ethod of fixing achieved rankings of sec-

ond and third respectively, follow ed closely

by position of com ponents and design (gen-

eral). Given that certain m aterials contain

hazardous chem ical substances it is notable

that content of m aterial achieved a ranking

of sixth. G iven that m aterials handling, and

m ore specifically the m ass of m aterials,

contributes to m anual m aterials handling, itis also notable that m ass, edge, texture and

surface area of m aterials achieved rankings

from thirteenth to sixteenth respectively.

H ow ever, finishes and schedule, w hich en-

capsulate m aterials and processes,

achieved rankings of eleventh and tw elfth

respectively. Plan layout, site location, ele-

vations and details achieved II values of 2.62

and higher.

Table 4: Frequency at which PMs consider / refer to construction H&S relative to variousdesign related aspects

Frequency (%)

Aspect Always Often Some-times

Rarely Never Dontknow

II Rank

Specification 33.3 43.3 10.0 6.7 3.3 0.0 3.00 1

Type of structural fram e 43.3 23.3 16.7 6.7 6.7 0.0 2.93 2

M ethod of fixing 26.7 46.7 16.7 10.0 0.0 0.0 2.90 3

Position of com ponents 30.0 33.3 20.0 10.0 0.0 0.0 2.89 4D esign (general) 33.3 30.0 26.7 3.3 6.7 0.0 2.80 5

Content of m aterial 33.3 23.3 26.7 10.0 6.7 0.0 2.67 6

Plan layout 23.3 33.3 26.7 10.0 3.3 0.0 2.66 7

Site location 33.3 26.7 20.0 10.0 10.0 0.0 2.63 8

Elevations 23.3 33.3 23.3 13.3 3.3 0.0 2.62 9=

D etails 20.0 36.7 26.7 10.0 3.3 0.0 2.62 9=

Finishes 30.0 30.0 6.7 23.3 6.7 0.0 2.55 11

Schedule 23.3 30.0 20.0 20.0 3.3 0.0 2.52 12

M ass of m aterials 30.0 16.7 23.3 20.0 6.7 0.0 2.45 13

Edge of m aterials 16.7 20.0 43.3 6.7 6.7 3.3 2.28 14

Texture of m aterials 20.0 26.7 13.3 20.0 10.0 3.3 2.21 15Surface area of m aterials 13.3 23.3 33.3 26.7 3.3 0.0 2.17 16


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PM s achieve/encounter/use various pro-

curem ent related situations/interventions in

term s of the frequency range: often, som e-

tim es, rarely, never and dont know . The

eight aspects are ranked based upon an II

w ith a m axim um value of 3.0 and a m ini-m um value of 0.0. It is significant that the

values of all the IIs are above the m idpoint

value of 1.5, w hich indicates that the achiev-

ing/encountering/use of the situations/

interventions can be deem ed to be preva-

lent. It is also significant that the top four

ranked situations/interventions are cited by

literature as having a negative influence on

H & S are clients revise their requirem ents,

com petitive tendering, draw ings are revised,

and variation orders. Sim ilarly, w ith respect

to the sixth ranked situation, design is sepa-rated from construction. Although the situa-

tions/interventions w hich com plem ent H & S

achieved rankings of fifth, seventh and

eighth (i.e. optim um project period, pre-

qualification of contractors, and design is

com plete w hen construction com m ences)

their II values are all above the m idpoint

value of 1.50.

Table 6 indicates the extent to w hich PM s

perceive various aspects/actions can con-

tribute to an im provem ent in H & S perform -

ance. R espondents could respond relative toyes, noand unsure, as opposed to scaled

responses. W ith the exception of choice of

procurem ent system , prequalification of

contractors on quality, partnering, optim um

project program m e, the m ajority of PM s

responded in the affirm ative to the various

aspects/actions. It should be noted that the

level of affirm ative support relative to theaforem entioned is in conflict w ith the litera-

ture (D reger, 1996; Oosthuizen, 1994; Levitt

and Sam elson, 1993; H inze, 1997). The level

of unsureresponses relative to choice of

procurem ent system , partnering, optim um

project program m e and project specific plan

for quality is possibly attributable to a lack

of know ledge and/or fam iliarity therew ith.

The level of affirm ative response relative to

the top three ranked aspects/actions is sig-

nificant. It is also significant that tw o of the

top three are solely design related, and thatthe third aspect/action, project specific plan

for H & S and quality requires both designer

and contractor input. Various authors ratify

the perceived potential contribution by cli-

ents and contractor program m ing, includ-

ing, H inze (1997) and Levitt and Sam elson

(1993). The fifth to seventh rankings

achieved by QM S, prequalification of con-

tractors on H & S, and contract docum enta-

tion, reflect the potential contribution

expressed in the literature (H ood, 1994;

Levitt and Sam elson, 1993; Sm allw ood and

R w elam ila, 1996).

Table 5: Frequency at which PMs achieve/encounter / use various procurement r elatedsituations/interventions

Frequency (%)

Situation/intervention Often Some-times

Rarely Never Dontknow

II Rank

Clients revise their requirem ents 83.3 16.7 0.0 0.0 0.0 2.83 1=

Com petitive tendering 83.3 16.7 0.0 0.0 0.0 2.83 1=

D raw ings are revised 73.3 23.3 3.3 0.0 0.0 2.70 3Variation orders 70.0 20.0 10.0 0.0 0.0 2.60 4

O ptim um project period 60.0 23.3 16.7 0.0 0.0 2.43 5

D esign is separated form construction 46.7 33.3 13.3 6.7 0.0 2.20 6

Prequalification of contractors 33.3 46.7 16.7 3.3 0.0 2.10 7

D esign is com plete w hen construction

com m ences

36.7 23.3 30.0 10.0 0.0 1.87 8


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Labour productivity, cost of construction and

project program m e predom inated in term s

of the extent to w hich project param eters

are perceived to be negatively affected by

inadequate or non-existent H & S (Table 7).

Less than half of the P M s identified quality,

environm ent, client satisfaction and de-signer satisfaction.

Possible responses to the question: Does

inadequate H & S increase overall project

risk?included yes, noand dont know .

93.3% of PM s responded in the affirm ative.

D uring the prior research conducted in

South A frica, 95.8% of PM s responded in the

affirm ative (Sm allw ood, 1996).

63.3% of PM s responded that H & S should

be afforded status equal to that of the tradi-

tional project param eters of cost, quality

and schedule. Those respondents w ho re-

sponded in the negative w ere requested to

qualify their response. N ine of the ten re-

sponses w ere different, ranging from

Should alw ays have higher statusto H & S

goes hand in hand w ith qualityand H & S

can be delegated to contractors under PM s

supervision.

Table 6: Extent to which var ious aspects/actions can contr ibute to an improvement in H&Sperformance according to PMs

Response (%)Aspect/actionYes No Unsur e

Rank

Project specific plan for H & S, and quality 96.7 3.3 0.0 1

D esigner prioritization / consideration 86.7 0.0 10.0 2=

Constructability review s by designers 86.7 6.7 3.3 2=

Client actions 73.3 13.3 10.0 4

Quality m anagem ent system 70.0 13.3 10.0 5=

Prequalification of contractors on H & S 70.0 16.7 10.0 5=

Contract docum entation 66.7 26.7 3.3 7=

Contractor program m ing 66.7 23.3 10.0 7=

Project specific plan for quality 63.3 13.3 23.3 9

Optim um project program m e 46.7 26.7 23.3 10Prequalification of contractors on quality 40.0 43.3 10.0 11

Partnering 36.7 33.3 26.7 12

Choice of procurem ent system 33.3 36.7 26.7 13

Table 7: Extent t o which inadequate or the lack of health and safety negatively affects otherproject parameters

Parameter Response (%) Rank

Labour productivity 83.3 1

Cost of construction 73.3 2

Project program m e 66.7 3

Quality 43.3 4

Client satisfaction 40.0 5=

Environm ent 40.0 5=

D esigner satisfaction 23.3 7


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CONCLUSIONThe conclusions, based upon the literature

and descriptive surveys, have been pre-

sented relative to the objectives of the study.

The importance of H&S and other

project parameters to PMsThe descriptive survey reflects the findings

of literature, nam ely that quality, cost and

tim e are the m ost im portantparam eters.

Although these param eters achieved rank-

ings of second, third and fourth, the first

ranked, client satisfaction, is a function of

satisfactory perform ance relative to quality,

cost and tim e. Project H & S, w hich is the

subject of this paper, and a directly related

param eter, public H & S, achieved rankings

of fifth and sixth respectively. Labour pro-

ductivity which im pacts substantially on costand tim e, and w hich is influenced by H & S

and quality, only achieved a ranking of sev-

enth. A sim ilar analogy applies to w orker

satisfaction, w hich achieved a ranking of

ninth. H ow ever, the values of all the IIs for

the param eters are above the m idpoint

value of 2.0, w hich indicates that they can be

deem ed to be im portant to PM s.

R elative to this objective it can be concluded

that PM s prioritise the traditional project

param eters of cost, quality and tim e. H ow -

ever, alm ost the m ajority of PM s recognisethe need for H & S to be afforded status

equal to that afforded to cost, quality and

tim e.

The frequency at which PMs consider

and, or refer to H&S during the design

and construction phasesG iven that the values of the IIs for all the

occasions w ere above the m idpoint value of

2.0, it can be concluded that H & S can be

deem ed to be considered and/or referred to

by PM s on all occasions. H ow ever, the topthree ranked occasions are all construction

related, i.e. site m eetings, site handover,

and site inspections/discussions, w hich in-

dicates a preference by PM s to address H & S

during construction. The top ranked design

occasion, constructability review s, w hich

achieved a ranking of fourth, indicates a

preference by P M s to filter, rather than

influence the design of designers. U lti-

m ately, how ever, this occasion represents

the optim um occasion for PM s, as opposed

to detailed design, w hich achieved a rankingof eighth. The subsequent rankings of

pre-tender m eeting, prequalifying contrac-

tors and preparing project docum entation

indicate an appreciation for and the use of

procurem ent related occasions to engender

H & S.

R elative to this objective it can generally be

concluded that PM s consider and refer to

construction H & S m ore frequently during

construction, than during procurem ent and

design.

The frequency at which PMs consider

and, or refer to H&S relative to various

design related activitiesG iven that the values of the IIs for all the

various design related activities w ere above

the m idpoint value of 2.0, it can be con-

cluded that H & S can be deem ed to be con-

sidered and, or referred to by PM s during all

the design related activities. Although no

particular category of design related activi-

ties predom inate, assem bly (including type

of structural fram e, m ethod of fixing and

position of com ponents) achieved substan-

tially higher rankings than m aterials related

aspects such as m ass, edge, texture and

surface area.

The frequency at which various

procurement related situations or

interventions, which affect H&S,are encountered or taken by PMs

respectivelyG iven that the II values for all the various

procurem ent related situations and inter-

ventions are above the m idpoint value of 1.5,

it can be concluded that the situations or

interventions are encountered or taken by

PM s.

R elative to this objective it can be generally

concluded that situations or interventions

that negatively affect H & S, are encounteredor taken m ore frequently than those that

positively affect H & S. The form er being cli-

ents revise their requirem ents, com petitive

tendering, draw ings are revised, and varia-

tion orders and the latter being optim um

project period, prequalification of contrac-

tors, and design is com plete w hen construc-

tion com m ences.


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The aspects or actions, which PMs

perceive can improve or contribute to

an improvement in H&S performanceThe m ajority of PM s identified nine out of

thirteen aspects/actions identified in the

literature as having the potential to im proveor contribute to an im provem ent in H & S

perform ance.

The top four ranked aspects or actions

clearly indicate the necessity for a m ulti-

stakeholder approach to H & S, i.e. project

specific plan for quality, designer prioritisa-

tion/consideration, constructability review s

by designers, and client actions.

The level of negative, and particularly un-

sure responses relative to certain aspects

or actions indicates that PM s m ay not be

fam iliar w ith, or do not appreciate the po-

tential influence of the follow ing aspects or

actions: choice of procurem ent system ,

partnering, optim um project program m e,

project specific plan for quality, and pre-

qualification of contractors on quality.

R elative to this objective it can generally be

concluded that various design, procurem ent

and construction related aspects and ac-

tions have the potential to im prove or con-

tribute to an im provem ent in H & S.

The perceived impact of inadequate

or non-existent H&S on other project

parameters and project r iskAlthough PM s appreciate the extent to

w hich inadequate or non-existent H & S

negatively affects labour productivity, cost of

construction and project program m e, they

do not do so relative to the other project pa-

ram eters. D espite the latter status quo, PM s

do appreciate that inadequate H & S in-

creases overall project risk.

RECOMMENDATIONSThe follow ing recom m endations are sug-

gested based on the findings of the study:

H ealth and safety should be afforded

status equal to that afforded the traditional

project param eters/perform ance m easures

of cost, quality and tim e by clients, design-

ers, PM s and contractors.

The PM B OK should be am ended so that it

presents H & S as an individual know ledge

area, and so that H & S is included in the

know ledge area of project risk m anagem ent.

Consequently project m anagem ent pro-

gram m es should include H & S education.

PM s should consider or refer to H & S

m ore frequently during the upstream

phases of design, nam ely concept design,

preparation of w orking draw ings and design

coordination m eetings. A sim ilar recom -

m endation applies relative to evaluating

tenders and deliberating project duration.

R elative to design related aspects, PM s

should consider or refer to H & S m ore fre-

quently in relation to elevations, details, fin-

ishes and schedules, and various

characteristics of m aterials.

PM s should endeavour to integrate design

and construction, realise an optim um client

brief, finalise design before construction

com m ences, discourage client changes,pre-qualify contractors on H & S and quality,

include a specific m ention of, and a financial

allow ance for, H & S in contract docum enta-

tion, avoid com petitive tendering, and real-

ise the im plem entation of QM Ss in design

and construction.

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Documents

PROJECT MANAGERS ON CONSTRUCTION HEALTH AND SAFETY