Construction Risk Assessment Statistics 2024 – Everything You Need to Know

• 55% of project managers cite budget overrun as a reason for project failure. ^[1]
• The implementation of a management process, however, is shown to reduce the failure rate to 20% or below. ^[1]
• A lack of clear goals is the most common factor (37%). ^[1]
• IT project failure statistics show that 75% of respondents think their projects are always or usually doomed to fail from the start. ^[1]
• 55% of project managers cite budget overruns as a reason for project failure. ^[1]
• Construction project failure statistics show that over 50% of construction project owners worldwide (and 61% in the US). ^[1]
• 41% of underperformers say inadequate sponsor support is the main reason for project failure. ^[1]
• 41% of underperformers and 17% of high performers report inadequate sponsor support as the main reason for failure, according to project management failure statistics. ^[1]

Construction Risk Assessment Adoption Statistics

• Project management facts show that the adoption of PM software remains low despite the fact that 77% of high performing projects use it. ^[1]

Construction Risk Assessment Latest Statistics

• 5%increase in engineering and construction spending levels compared to 2021. ^[0]
• [Research & Markets] -Click to Tweet 12%increase in total construction across 2021 compared to 2020. ^[0]
• Predicted35%global growth in next 10 years. ^[0]
• 58%of owners said they’ve used or plan to use designbuild, moving away from traditional designbid. ^[0]
• [FMI] -Click to Tweet Designbuild projects are completed102%faster than traditional designbid. ^[0]
• 23%of firms report they are taking steps to improve jobsite performance with lean construction techniques, tools like BIM, and offsite prefabrication. ^[0]
• 4.7%compound annual growth in modular construction by 2026 is predicted. ^[0]
• [Research & Markets-Click to Tweet About90%of firms using prefabrication report improved productivity, improved quality, and increased schedule certainty compare to traditional stick. ^[0]
• 14%of trades report prefabricating more than50%of their work in the shop versus field. ^[0]
• 72%of firms say projects have taken longer than anticipated.[AGC]. ^[0]
• -Click to Tweet 46%of firms report a project was postponed in but was rescheduled, but 32% had projects postponed or canceled and has not been rescheduled.[AGC]. ^[0]
• 44%of firms are putting longer completion times into their bids. ^[0]
• Tweet Over50%of engineering and construction professionals report one or more underperforming projects in the previous year. ^[0]
• 69%of owners say poor contractor performance is the single biggest reason for project underperformance. ^[0]
• 68%of general contractors reported experience problems “getting off the job” on at least25%of their projects. ^[0]
• 66%of general contractors are carrying added costs from overtime/second shifts on at leastthree quartersof their projects due to schedule slippage, with50%of them needing to extend the project end date. ^[0]
• [Autodesk & Dodge Data & Analytics] -Click to Tweet Just25%of projects came within10%of their original deadlines in the past3years. ^[0]
• And only31%of all projects came within10%of the budget in the past3years. ^[0]
• Large projects typically take20%longer to finish than scheduled and are up to80%over budget. ^[0]
• 98%of megaprojects become delayed or over budget. ^[0]
• 77%of megaprojects around the globe are 40% or more behind schedule. ^[0]
• 6%increase in wage and salaries for construction workers in 2021. ^[0]
• to Tweet 84%of firms report construction costs have been higher than anticipated.[AGC]. ^[0]
• -Click to Tweet 14.1%increase in construction building material November 2021. ^[0]
• 53%of contractors in the U.S. feel that time constraints/ urgency of decisions presented the greatest risk to decision making. ^[0]
• 37%of construction firms say their companies missed budget and/or scheduled performance targets as a result of COVID. ^[0]
• 25%of all projects grow past scope of work in the field by over 30%. ^[0]
• Average of35%of all construction projects will have a major change. ^[0]
• Up to30%of initial data created during design and construction phases is lost by project closeout. ^[0]
• 82%of owners feel they need more collaboration with their contractors. ^[0]
• 78%of engineering and construction companies believe that project risks are increasing. ^[0]
• 43%of construction firms prioritize immediate financial goals over organizational resilience. ^[0]
• 14%of all rework in construction globally is caused by bad data. ^[0]
• Up to70%of total rework experienced in construction and engineering products are a result of design. ^[0]
• 52%of rework is caused by poor project data and miscommunication. ^[0]
• 9%of total project cost is closer to the actual total cost of rework—considering both direct and indirect factors combined. ^[0]
• Between2%and20%of total costs is the estimated amount of rework, which has a negative impact on a project schedule. ^[0]
• 62%of contractors report high levels of difficulty finding skilled workers. ^[0]
• 74%of contractors say they are asking skilled workers to do more work. ^[0]
• 72%of contractors report a challenge in meeting project schedule requirements. ^[0]
• 60%of contractors are putting in higher bids for projects [U.S. Chamber of Commerce]. ^[0]
• 44%of firms indicated labor shortages caused them to lengthen completion time for projects already underway. ^[0]
• 73%of firms report it will be more challenging to fill hourly craft positions. ^[0]
• [AGC] -Click to Tweet Percentage of young construction workers declined by30%from 2005. ^[0]
• 40%of construction jobs were lost between 2006 2011 due to the recession. ^[0]
• 21.4%industry wide turnover rate, making it one of the highest rates of all industries. ^[0]
• 20%of an individual’s base salary is the average cost of a turnover. ^[0]
• 29%of firms report investing in technology to supplement worker duties. ^[0]
• 29%of firms report they are providing incentives and bonuses to attract craft workers. ^[0]
• 92%of contractors report being at least moderately concerned about their workers having adequate skill levels. ^[0]
• to Tweet 12.8%U.S. Construction industry is unionized. ^[0]
• 32.6%of U.S. construction workforce identifies as Hispanic or Latino. ^[0]
• [TheBureau of Labor Statistics] -Click to Tweet Only13%of construction firms are women owned. ^[0]
• 56%of high trust construction companies report good turnover rates – saving them up to$750,000annually. ^[0]
• At high trust companies,4 out of 5projects are for repeat customers, potentially increasing gross margins by2. ^[0]
• -Click to Tweet High trust construction companies are2Xas likely to be explicit about requests. ^[0]
• Tweet 43%of high trust construction companies make collaboration central to how they work. ^[0]
• -Click to Tweet High trust companies are2Xmore likely to have managers that share consistent feedback. ^[0]
• 45%of construction professionals report spending more time than expected on non. ^[0]
• 60%of general contractors see problems with coordination and communication between project team members and issues with the quality of contract documents as the key contributors to decreased labor productivity. ^[0]
• 68%of trades point to poor schedule management as the key contributors to decreased labor productivity. ^[0]
• -Click to Tweet 50%or more impact on productivity as a result of issues with construction logistics. ^[0]
• -Click to Tweet 10%impact on productivity as a result of late crew build. ^[0]
• -Click to Tweet 50%variation in productivity of two groups of workers doing identical jobs on the same site and at the same time. ^[0]
• This gap in productivity was found to vary by500%at different sites. ^[0]
• 50%of E&C firms (and33%of project owners). ^[0]
• Only16%of executives surveyed say their organizations have fully integrated systems and tools. ^[0]
• Only18%of firms reported consistently using mobile apps to access project data and collaborate. ^[0]
• 63%of contractors are currently using drones on their projects. ^[0]
• 37%of contractors expect to adopt equipment tagging by 2024. ^[0]
• 33%of contractors expect to use wearable technology in the next three years. ^[0]
• 90.9%of firms report using smartphones on a daily basis for work purposes. ^[0]
• 62.4%of companies report using mobile devices on the field for daily reporting. ^[0]
• [JB Knowledge] -Click to Tweet 21.4%of construction firms use 3 or more mobile apps for their projects. ^[0]
• 95%of all data captured in construction and engineering industry goes unused. ^[0]
• 19%UK construction firms say that their projects are entirely paper. ^[0]
• 27.8%of contractors do not bid on projects involving BIM. ^[0]
• 35.2%of construction firms cite “lack of staff to support the technology” as the primary limiting factor to adopting new technology. ^[0]
• 28%of UK construction firms say that lacking the information they need on site is the single biggest factor impacting their productivity. ^[0]
• 59%of companies state that their workforce doesn’t have the skills needed to work with BIM. ^[0]
• 56%of construction firms do not have a dedicated R&D budget. ^[0]
• 75%of respondents stated an increasing need for rapid decision making in the field. ^[0]
• -Click to Tweet Only36%of firms have implemented a process for identifying bad data and repairing it. ^[0]
• 14%of all construction rework may have been caused by bad data creating$88.69. ^[0]
• 60%of contractors rely on one tool. ^[0]
• 74%of all the multi tool contactors stated that they end up relying on one primary toll to track key processes. ^[0]
• 58%of contractors are using standardized inputs on at least half of their projects. ^[0]
• 41%of contractors agreed that non standardized data input leads to inconsistent, inaccurate, incomplete, and unusable data. ^[0]
• 70%of contractors believe that advanced technologies can increase productivity(78%), improve schedule(75%), and enhance safety(79%). ^[0]
• [USG + U.S. Chamber of Commerce] -Click to Tweet 52%consider the needs of field staff a top consideration for investing in technology. ^[0]
• But only28%actually receive feedback from field staff before investing in technology. ^[0]
• 13 21%)in the Design & Engineering and Construction phases. ^[0]
• and$0.30.5 trillion (10 17%). ^[0]
• AI has the potential to increase the construction industry’s profits by71%by 2035. ^[0]
• And55%report BIM processes reduced the time required for communications. ^[0]
• 47%of construction firms use thirdparty tools, with around60%leaning on desktop applications and40%using cloud. ^[0]
• 32%of owners and contractors use internally developed tools. ^[0]
• The influences of 10%, 25%, and 50% exact data were compared to stimulus values that were either right or left censored. ^[2]
• Cumulative errors of the constructed injury risk curves, compared to the theoretical curves, were calculated across the whole curve, as well as the portion of the theoretical curve up to 25% risk of injury. ^[2]
• An estimated 684 000 fatal falls occur each year, making it the second leading cause of unintentional injury death, after road traffic injuries. ^[3]
• Over 80% of fallrelated fatalities occur in low. ^[3]
• and middle income countries, with regions of the Western Pacific and South East Asia accounting for 60% of these deaths. ^[3]
• While nearly 40% of the total DALYs lost due to falls worldwide occurs in children, this measurement may not accurately reflect the impact of fall related disabilities for older individuals who have fewer life years to lose. ^[3]
• Evidence from Canada suggests the implementation of effective prevention strategies with a subsequent 20% reduction in the incidence of falls among children under 10 years of age could create a net savings of over US$ 120 million each year. ^[3]
• For example, in the United States of America, 20–30% of older people who fall suffer moderate to severe injuries such as bruises, hip fractures, or head trauma. ^[3]
• it takes up to 20% of the overall project budget. ^[1]
• Editor’s Choice 70% of all projects fail. ^[1]
• 42% of companies don’t understand the need or importance of project management. ^[1]
• 62% of successfully completed projects had supportive sponsors. ^[1]
• The percentage of projects that fail is fairly high a whopping 70% of all projects fail to deliver what was promised to customers. ^[1]
• Organizations that undervalue project management see 50% more of their projects failing. ^[1]
• 3. 9.9% of every dollar is wasted due to poor performance. ^[1]
• The latest project management stats show that 58% of organizations fully understand the value of implementing project management as a way to achieve better performance. ^[1]
• This means that 42% of companies undervalue the importance of project management as a crucial component for project success. ^[1]
• The Pulse project management statistics show that high performing organizations with proven PM practices in place have met their original goals 2.5 times more often (89% vs. 34%). ^[1]
• 75% of respondents in the IT industry lack confidence in project success. ^[1]
• Out of this 75%, 27% constantly feel this way. ^[1]
• At the same time, the majority of respondents (80%). ^[1]
• 44% of projects fail due to a lack of alignment between business and project objectives. ^[1]
• They have further reported that only 31% of their projects were delivered within 10% of the budget and 25% within 10% of the original timeframe. ^[1]
• Organizations with a higher percentage (more than 80%) actively engaged sponsors to have 40% more successful projects than organizations with a lower percentage of projects (less than 50%). ^[1]
• At the same time, 55% of organizations don’t have access to real. ^[1]
• The percentage of organizations using spreadsheets to manage their agile projects dropped from 74% to 67%. ^[1]
• Jira follows with 19.50%, while Trello comes in third with 5.51%. ^[1]
• 93% of organizations use standardized project management practices. ^[1]
• Consistent practices reduce the risk and lead to better results which is why the majority (93%). ^[1]
• Project management statistics show that 73% of organizations that use formal project management approach always or often have met the goal or intent. ^[1]
• 63% have completed the projects within budget and 59% have delivered the projects on time. ^[1]
• By comparison, only 58% of organizations that rarely/never use formal PM methods have met the initial goals, 48% complete the projects within budget, and 43% have delivered the projects on time. ^[1]
• 44% of high performing organizations use predictive approaches. ^[1]
• 44% of the high performers use predictive approaches, 30% use agile methods, while 23% leverage hybrid approaches. ^[1]
• Only 4% of high performing organizations use other methods. ^[1]
• Multitasking causes a 40% productivity drop. ^[1]
• If you try to do everything by yourself, you could see a productivity drop by 40%. ^[1]
• 83% of high performing organizations have ongoing project management training. ^[1]
• 81% further prioritize the development of project management technical skills and 79% prioritize the development of project management leadership skills. ^[1]
• The project management statistics for low performers in these areas are 34%, 13%, and 11%, respectively. ^[1]
• Nearly 70% of projects met their original goals or business intent. ^[1]
• In 2016, 62% of projects met the original business goals and only 50% were completed within the set budget. ^[1]
• In 2018, these numbers went up to 70% and 60%, respectively. ^[1]
• 60% of respondents point to poor resource management as their biggest challenge. ^[1]
• Other issues included poorly trained project sponsors (33%) ineffective PPM solution deployment (30%), and lack of governance (26%). ^[1]
• Roughly 50% of the respondents say so. ^[1]
• Risk management comes in second with 40%, followed by planning with 35%, and resource management with 25%. ^[1]
• 68% of projects don’t have an effective project sponsor. ^[1]
• Project management statistics show that almost a third of organizations (27%). ^[1]
• Only 3% of the respondents have said they never use risk management practices. ^[1]
• Also, 78% of respondents in the Geneca project management survey have said they would like the business stakeholders to be more engaged in the project. ^[1]
• 87% of senior project managers fully understand the importance of PM practices. ^[1]
• Among them, 87% have said they completely understand the importance of PM practices. ^[1]
• On the other hand, the lack of involvement from senior management is the main reason why 33% of projects fail. ^[1]
• 80% of high performing organizations have reported using project management practices which further highlights this notion. ^[1]
• The estimates show that the project management costs range between 7% and 11% of the project’s total cost. ^[1]
• When adding project control support, this figure might jump to 9. ^[1]
• In ddition, the Act’s Generl Duty Cluse, Section 5, requires employers to provide their employees with workplce free from recognized hzrds likely to cuse deth or serious physicl hrm. ^[4]
• Ensure the ratio of number of outcome events to the number of parameters that could potentially be estimated is at least 10 Continuous predictors. ^[5]
• As a result, a candidate predictor with four categories requires three regression coefficients to be estimated, meaning at least 30 outcomes would be required for the investigation of this candidate predictor. ^[5]
• Predictors that are highly correlated are unlikely to contribute significant independent information to the multivariable model and one or the other should generally be excluded [10]. ^[5]
• The in hospital mortality rate for the cohort is 2.4%. ^[5]
• Predicted risk of in−hospital mortality=1/). ^[5]
• The receiver operating characteristic curve is a plot of sensitivity against 1 − specificity for consecutive cut offs for the predicted risk [15]. ^[5]
• In a calibration plot, the mean predicted probability of outcome is plotted against the observed proportion of outcomes for groups of the cohort. ^[5]
• Two example calibration plots showing the mean predicted probability of outcomes plotted against the observed proportion of outcomes for 10 equally sized groups. ^[5]
• If a model demonstrates poor discrimination on external validation, then it is likely that a new model is required; however, if a model demonstrates poor calibration, it can potentially be updated or recalibrated [16]. ^[5]
• in this cohort would result in net harm for predicted risks of approximately 8% and above which again is as expected because the original logistic EuroSCORE is poorly calibrated for contemporary cardiac surgery [8]. ^[5]
• The range of threshold probabilities is set to a maximum of 20% on the xaxis with the net benefit displayed on the y. ^[5]
• Of all construction accidents, falls are the leading cause of serious injuries (48%) and fatalities (30%). ^[6]
• In 2013, FFH accounted for 36.9% of the occupational fatalities in the United States [11], 31% in the United Kingdom [12], and 12% in Australia. ^[6]
• Over 80% of the studies have taken only a statistical analysis approach. ^[6]
• More than two thirds of the studies (76%). ^[6]
• Fall from Height CategoriesExpression UsedProportion of AppearanceAgentsFall from scaffold23%Fall from ladder17%SurfacesPlatform, openings, walkways & skylights and other high objects11%BuildingsFall from roof/building16%Fall from. ^[6]
• level15%FFH incidents have adverse physical effects. ^[6]
• Table 9 lists the major effects of FFH incidents according to the studies. ^[6]
• injuries are more likely to occur when the construction crew performs hazardous tasks/activities [55]. ^[6]
• Firstly, the Australian construction companies are often small businesses, and 97% of general construction businesses employ 20 workers or less. ^[6]
• AgentsAgents are one of the influential variables, and were mentioned in more than 25% of the studies. ^[6]
• Around half of the articles (51%). ^[6]
• 10% of the articles have provided precautionary/proactive measures inside construction sites. ^[6]
• According to Dekker and Hofmeyr [85], hindsight bias permeates in almost every accident report. ^[6]
• In an increasingly complex socio technical environment, it is unlikely that accidents have a single root cause or follow a sequence event pattern [85]. ^[6]
• Fall from Height CategoriesExpression UsedProportion of AppearanceAgentsFall from scaffold23%Fall from ladder17%SurfacesPlatform, openings, walkways & skylights and other high objects11%BuildingsFall from roof. ^[6]
• FFH injuries are more likely to occur when the construction crew performs hazardous tasks/activities [55]. ^[6]
• Agents are one of the influential variables, and were mentioned in more than 25% of the studies. ^[6]
• 2The majority of known times of fatal injury elevation falls in all economic sectors (42%), as well as in construction (42%), and the 10 cases focused on in this study (50%). ^[6]
• For example, if a contractor achieves concrete strength twenty percent greater than the design specification, then the load ratio is 1.20 and the appropriate pay factor is 1.05, so the contractor receives a five percent bonus. ^[7]
• Note that a 90% pay factor exists in this case with even pavement quality only 50% of that originally desired. ^[7]
• Concrete strengths of less then 50% are cause for complete rejection in this case, however. ^[7]
• By applying the circle’s recommendations, the loss rate was reduced by 11.4%. ^[7]
• A 10% increase in productivity was also achieved. ^[7]
• Exhaustive or 100% testing of all materials and work by inspectors can be exceedingly expensive, however. ^[7]
• For example, there is a probability of 0.5 that the lot may be accepted from a single sample test even if fifty percent of the lot is defective. ^[7]
• In contrast, with a four percent acceptable level and a four percent defective fraction, the producer’s risk is at most 1 0.88 = 0.12 or twelve percent. ^[7]
• Thus, for N = 100 and n = 5 For a two percent defective fraction , the resulting acceptance value is Using the binomial approximation in Eq. ^[7]
• , the comparable calculation would be which is a difference of 0.0019, or 0.21 percent from the actual value of 0.9020 found above. ^[7]
• If the acceptable defective proportion was two percent , then the chance of an incorrect rejection is 1. ^[7]
• 1 0.9 = 0.1 or ten percent. ^[7]
• The percentage of items below a lower quality limit of L = 4.3 is estimated from the test statistic t AL in Equation. ^[7]
• The Construction Industry Cost Effectiveness Project estimated that accidents cost $8.9 billion or nearly seven percent of the $137 billion spent annually for industrial, utility and commercial construction in the United States. ^[7]
• Estimte the proility of epting the lot if the verge defetive perentge is 15%, 5% or 2%. ^[7]
• and an estimated standard deviation of s = 4,600 psi. ^[7]
• What is the estimated fraction of pieces with yield strength less than 50,000 psi?. ^[7]
• What is the consumer’s risk if an acceptable quality level is fifteen percent defective and the actual fraction defective is 0.05?. ^[7]
• What is the producer’s risk with this sampling plan and a 8% defective percentage?. ^[7]
• In a random sample of 40 blocks chosen from a production line, the mean length was 10.63 inches and the estimated standard deviation was 0.4 inch. ^[7]
• Between what lengths can it be said that 98% of block lengths will lie?. ^[7]

I know you want to use Construction Risk Assessment Software, thus we made this list of best Construction Risk Assessment Software. We also wrote about how to learn Construction Risk Assessment Software and how to install Construction Risk Assessment Software. Recently we wrote how to uninstall Construction Risk Assessment Software for newbie users. Don’t forgot to check latest Construction Risk Assessment statistics of 2024.

Reference

1. autodesk – https://constructionblog.autodesk.com/construction-industry-statistics/.
2. teamstage – https://teamstage.io/project-management-statistics/.
3. nih – https://pubmed.ncbi.nlm.nih.gov/22869316/.
4. who – https://www.who.int/news-room/fact-sheets/detail/falls.
5. osha – https://www.osha.gov/coronavirus/control-prevention/construction.
6. oup – https://academic.oup.com/ejcts/article/54/2/203/4993384.
7. nih – https://www.ncbi.nlm.nih.gov/pmc/articles/PMC4962179/.
8. cmu – https://www.cmu.edu/cee/projects/PMbook/13_Quality_Control_and_Safety_During_Construction.html.

How Useful is Construction Risk Assessment

One of the key benefits of construction risk assessment is that it allows project managers to identify potential risks early in the planning stages. By carefully evaluating the site, materials, design plans, and other factors, teams can anticipate and mitigate potential dangers. This proactive approach not only reduces the likelihood of accidents and injuries on the job site but also helps to prevent financial losses and project delays.

Additionally, construction risk assessment can help to streamline the decision-making process by providing stakeholders with a clear understanding of the potential risks associated with a project. By considering factors such as weather conditions, site conditions, regulatory compliance, and the availability of skilled labor, project managers can develop contingency plans and make informed decisions that align with their budget, schedule, and goals.

Furthermore, risk assessment can help to improve communication and collaboration among project stakeholders. By involving designers, engineers, contractors, and other key players in the risk assessment process, teams can ensure that everyone is aware of potential risks and is actively working together to address them. This collaborative approach can help to foster a culture of safety and accountability on the construction site.

Another benefit of construction risk assessment is that it can help to enhance the overall quality of the project. By identifying and addressing potential risks early in the process, teams can ensure that the final product meets or exceeds industry standards and regulatory requirements. This commitment to quality not only improves the reputation of the construction company but also enhances the safety and satisfaction of all stakeholders involved.

In conclusion, construction risk assessment is a valuable tool that can help to improve the safety, efficiency, and success of any construction project. By identifying potential risks, developing contingency plans, and collaborating with key stakeholders, teams can minimize accidents, reduce costs, and deliver a high-quality product that meets or exceeds expectations. While risk assessment may require additional time, resources, and expertise, the long-term benefits far outweigh the initial investment.建筑风险评估是一项至关重要的过程，它对确保任何建筑项目的安全和成功至关重要。通过在施工开始之前识别、分析和管理潜在的风险，利益相关者可以作出明智的决策，并防止昂贵的延误、事故和其他负面后果。

建筑风险评估的一个关键优势在于，它使项目经理能够在规划阶段早期识别潜在风险。通过仔细评估工地、材料、设计计划和其他因素，团队可以预见并减轻潜在危险。这种主动的方法不仅降低了工地事故和伤害的可能性，而且有助于预防财务损失和项目延误。

此外，建筑风险评估可以帮助优化决策流程，让利益相关者清晰了解与项目相关的潜在风险。通过考虑诸如天气情况、场地条件、法规合规性和熟练劳动力的可用性等因素，项目经理可以制定应急计划，并做出符合预算、时间表和目标的明智决策。

此外，风险评估能够改善项目各方利益相关者之间的沟通与协作。通过将设计师、工程师、承包商和其他关键参与者纳入风险评估过程，团队可以确保所有人都了解潜在风险，并积极合作共同解决。这种协作方法有助于在施工现场营造出一种安全与责任意识浓厚的文化。

建筑风险评估的另一个好处是，它有助于提高项目整体质量。通过在过程的早期识别和解决潜在风险，团队可以确保最终产品符合或超出行业标准和法规要求。这种对质量的承诺不仅提高了建筑公司的声誉，还增强了所有利益相关者的安全感和满意度。

In Conclusion

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