Infrastructure project performance in the South African construction sector: Perceptions from two provinces

In recent times, project performance improvement, especially in developing countries, has captured the interest of a number of construction management researchers, as indicated in notable journals and conferences in the domain. The quest for excellence, waste elimination, and value creation underpins such research endeavours that encompass the interest of clients, consultants, and contractors so that cost overruns, low productivity, and poor quality can be reduced in the industry. The driving force behind this discourse is the need to examine management strategies that could engender performance improvement in infrastructure construction from the South African perspective. The survey was conducted among general contractor (GC) members of the South African Federation of Civil Engineering Contractors (SAFCEC), consulting engineer members of Consulting Engineers South Africa (CESA), and selected public sector clients. Using inferential statistics such as Cronbach’s alpha, t test and Cohen’s d effect size measures for data analysis led to a range of findings. Such findings show that inadequate coordination between project partners may indeed result in high levels of defects, rework, and non-conformances in construction; poor interface between multidisciplinary designers could lead to delays in projects, and inefficient and unstable logistics management may, in fact, lead to haphazard processing of orders, storage of materials, and poor inventory management. In essence, it can be argued that being quality focused, managing construction logistics optimally and making sure that consultants who are working on a project are collaborating effectively offers significant scope for performance improvement in the construction of infrastructure projects in South Africa.