developing a model for integrating safety, quality and productivity in ...

of project management that is required for the success of project. Smallwood andVentur (2003) mentioned in their research that project quality management is one ofnine project management knowledge areas where, as cited by Project ManagementInstitute, quality planning, quality assurance, and quality control are identified as themajor project quality management processes.Quality management processes are related to rework in construction. It is believedthat poor quality management would lead to larger rework. Rework can be defined aswork required beyond that initially required and/or envisaged conforming torequirements (Smallwood and Ventur, 2003). Research undertaken by the BuildingResearch Establishment in the UK (Cited in Pheng and Ke-Wei, 1995; Rwelamila,1995) has shown that slightly more than 50 per cent of construction faults werecaused by design deficiencies, 10 per cent by product failure and 40 per cent by poorworkmanship.Research conducted in the USA on nine industrial projects determined the averagecost of rework to be 12.4%, and normal work to be 87.2% of project cost. The 12.4%was constituted as follows: client changes (3.3%); design errors (3.3%); constructionerrors (2.8%), and other (3%). Research conducted among general contractors inSouth Africa determined rework to constitute on average, 13% of the value ofcompleted construction (Cited by Smallwood and Rwelamila in Smallwood andVentur, 1998). It was also found in another research that the average cost of reworkon industrial projects exceeded 12%. Design deviations accounted for roughly 80% ofthe increased costs, while construction deviations accounted for about 20% (Cited byCII in Abdel-Razek, 1998).17