Rework In Projects Research Articles

Causal model for rework in building construction for developing countries

Rework is one of the crucial reasons for time and cost overrun in construction projects and involves the consumption of additional resources. Given the environmental and economic impact, the menace of rework in projects must be minimized, which calls for a clear understanding of its causes, especially their quantitative impact. The present study seeks to identify and analyze the various causes of rework in building construction both qualitatively and quantitatively using Structural Equation Modeling (SEM). After identifying the different causes of rework from literature, a panel of experts was consulted, and an appropriate questionnaire was designed with 28 attributes. Then, using the questionnaire, personal interviews with stakeholders from across India were conducted to understand the ranking of various causes of rework. Principal Component Analysis was used to group these 28 attributes into eight components – coordination issues, poor execution, supervision issues, consultant issues, aberrant events, worker issues, client issues, and site issues. Further, to understand the criticality of these factors, the structural relationship between the factors and rework was studied using SEM. It was found that inappropriate coordination amongst the various stakeholders of the project is the most critical reason for rework. The study will be helpful to stakeholders of the construction industry to understand better the relative quantitative impact of different causes on rework and prioritize their efforts to control or eliminate rework. • Lack of coordination amongst stakeholders in a project has been identified as the most critical reason for rework. • Untrained workers at site have been ranked highest with RII of 0.549 followed by change in scope during construction. • Redesign during construction due to shortage of construction materials/equipment in the market has been ranked last.

Kematangan Shop Drawing Sebagai Penentu Pekerjaan Ulang (Rework) Proyek Konstruksi

Construction project implementation mostly faced by rework. Rework couldn’t be avoided and is experienced in a construction world. Rework is defined as all physical work of construction committed more than once or re-work which is done by contractor in the implementation stage, and or an activity to eliminate works that have been done before as a part of construction project out of resource context, where there is no change order and making up the cost from the owner. Rework could give a bad impact to performance, work productivity,and cost directly or indirectly having it has a quite significant consequences. By considering the bad impact obtained has far-reaching consequences, hence efforts to reduce the occurrence of rework in construction project stage is highly needed. This research was conducted to prove the maturity of Shop Drawing as a Determinant of Rework Project Construction of Multilevel Buildings Research carried out by using questionnaires. Respondents at the main survey stage were shown to contractors who were carrying out multistorey construction projects in the DKI Jakarta and surrounding areas. Respondents who filled in theProject Manager questionnaire were 3 people, 7 Site Managers, 5 Supervisors, 6 Quality Controls, 4 Engineering staff. In this study, data analysis techniques are determined using the AHP (Analytical Hierarchy Process) method, aiming to determine the dominant factors (ranking) of the factors that cause rework inconstruction work to prove the maturity of Shop Drawing As Determine Project Rework Construction of multistorey buildings. The results of this study indicate that the maturity of shop drawings greatly determines the occurrence of rework in multistorey building projects.

Rework, Failures, and Unsafe Behavior: Moving Toward an Error Management Mindset in Construction

In this article, we aim to address the following research question: How can a construction organization reduce and contain errors in its projects and mitigate rework and failures? We adopt an organizing sense-making perspective to acquire a sense of order of quality (e.g., rework) and to understand its relationship with safety (e.g., unsafe behavior) in construction. We undertook semistructured interviews from a range of employees involved with delivering a construction organization's projects. Also, documentary sources were accessed to supplement the rework and safety incidents that were referenced during the interviewing process. We found that the construction organization's prevailing culture focused on error prevention, which stymied its ability to learn and reduce rework in projects. The organization consciously enacted a trade-off between quality and safety. The upshot of this either/or framing of competing values was the suppression by senior management of nonconformances, which then led to deviant behavior manifesting in projects. We also revealed that safety incidents tended to arise when people engaged in unsafe behaviors while performing rework. The empirical evidence supports our call for construction organizations to engage in error management so that they can cultivate mindfulness where individuals and project teams can improvise and better handle errors, so they are not repeated.

Round-Trip Engineering for Petrochemical Industry Automation

The petrochemical industry is becoming increasingly complex and, as a result, different software platforms are used to assist in system design. Generally, it happens that the same component of the physical plant is (re)modeled on different software platforms, so the reuse of these models becomes difficult, compromises system interoperability, and generates the need for rework in projects. Previous work proposed the infrastructure named M4PIA (Model-Driven Engineering for Petrochemical Industry Automation), which allows to represent industrial plants through different, compatible and object-oriented models. By means of model transformations, it supports automatic code generation from a high-level abstraction model to specific software platforms. The present work provides the integration of Round-Trip Engineering (RTE) in the M4PIA infrastructure so that from a platform-specific model it allows to obtain, through model-to-model (M2M) transformation, a platform-independent model. In order to validate the implemented RTE transformations, it was developed a case study related to a simplified gas compression system.

A Model to Investigate the Effect of Work Ethic Culture on Dynamics of Rework in Management of Projects

The present study aims to investigate the effect of work ethic culture on rework in construction projects through a review of literature, surveys, and interviews with project managers. The main research question is what mechanisms can project manager use to balance the costs of personnel training, financial and language incentives, and implementation costs to finish the project with more profit and less rework. In this regard, modelling and data analysis is done using System Dynamics methodology. The results show that by considering work ethic, rework in the project is reduced from 46 % to 39 %. However, the project has been completed with 10 % lower cost and 26 % lower variance. Integrating the issue of rework with the culture of work ethic in the field of project management by at least one exogenous parameter has been studied, while in this study qualitative parameters have been converted to quantitative parameters using fuzzy inference system. The change in management approach to the issue of work ethics and the formulation of human resource strategies of large projects by human resource managers is one of the applications of this study.

Origins and probabilities of MEP and structural design clashes within a federated BIM model

‘Design clashes’ encountered during the development of a large multi-storey educational building, awarded under a Joint Contracts Tribunal (JCT) Design and Build contract, are reported upon. The building was developed in Birmingham, UK and the contract value was circa £36 million (UK Sterling, 2015). Members of the project management team (PMT) produced designs that were subsequently integrated by the main contractor into a federated building information modelling (BIM) model; at this stage 404 error clashes were evident between the positions of the mechanical, electrical and plumbing (MEP) designer’s and structural designer’s building compartments. The contractor deemed that these particular clashes were ‘mission critical’ as previous experience suggested that project costs could spiral uncontrollably if left unabated. Participatory action research was employed to acquire a deeper understanding and knowledge of the clash incidents. Clash data accrued (in mm) was subsequently quantitatively modelled using the probability density function (PDF) and the cumulative distribution function (CDF). Two models produced were the Log Logistic Three Parameter (3P) (using all data including outliers) and Generalized Gamma distribution (excluding outliers). Both models satisfied Anderson-Darling and Kolmogorov-Smirnov goodness of fit tests at α 0.01 and 0.02 levels of significance. Model parameters could be used to forecast similar clashes occurring on future projects and will prove invaluable to PMT members when accurately estimating the time and resource needed to integrate BIM designs. The predictive modelling revealed that 92.98% of clashes reside within the 30-299 mm range while the most probable occurrence of a clash overlap resides in a discrete category ranging fromof 100-199mm. Further qualitative investigation is also conducted to understand why these clashes occurred and propagate ideas about how such may be mitigated. The research concludes on two important points that, namely: i) BIM is not a panacea to design related construction project rework and that innovative 21st century digital technologies are hampered by 20th century management practices; and ii) improvements in clash and error mitigation residelie in a better understanding of tolerances specified to alleviate mitigate the erroneous task of resolving unnecessary clashes. Future research is proposed that seeks to: automate the clash detection management, analysis and resolution process; conduct further investigative analysis of the organizational and human resource management influences impacting upon design clash propagation; and devise and validate new procedural methods to mitigate clash occurrence using a real-life project.

Analysis of causes and impact of variation order on educational building projects

Purpose Construction process is complex and traditionally fragmented; thus, it is almost impossible to have a project completed without changes to the original plan or the construction process. The purpose of this study is to identify and examine the causes of variation orders, ascertain their effects and establish the cost and time performance implication as a result of variation orders. Design/methodology/approach This study obtained information from 90 construction stakeholders on 30 completed educational building projects to ascertain the causes and effects of variation orders on project delivery using questionnaire survey. In addition to this, a pro forma document was designed to obtain the project characteristics, cost and time data from these 30 completed educational building projects. Factor analysis was used to categorise the causes of variation orders, while severity index was used to examine their effects on project delivery. The hypothesised statement was tested using paired t-statistics to examine whether a statistically significant difference existed between variation orders, cost and time performance of the projects. Findings The study identified 13 main factors as causes of variation orders and the results revealed that the most frequent effects of variations were increase in construction costs, time, client dissatisfaction, increase construction project rework and demolition and project abandonment. The results also showed that variation orders had significant effects on both cost and scheduled performance of the educational building projects with average cost and time escalation of 33.95 and 29.45 per cent of the original project cost and time, respectively, for the entire projects studied, while average cost implication of variation orders is 23.79 per cent. Practical implications The findings in this study will be of assistance to government agencies and management of public works in higher institutions of learning in managing variations in construction projects. The study will also add to the current literature on the impact of variation orders on educational building projects in developing countries. Finally, it will create the much-needed awareness on the severity and implication of change or variation orders on project delivery. Originality/value The study identified and examined the causes of variation orders, ascertained their effects and established the cost and time effects of the causes of variation order on project performance. This will assist project initiators, contractors, consultants and other stakeholders to fully appreciate and understand the significant effects of variation orders on project performance.

Causal ascription of rework in building and civil engineering projects

Purpose– Rework is an endemic problem in construction projects and has been identified as being a significant factor contributing cost and schedule overruns. Causal ascription is necessary to obtain knowledge about the underlying nature of rework so that appropriate prevention mechanisms can be put in place. The paper aims to discuss these issues.Design/methodology/approach– Using a supervised questionnaire survey and case-study interviews, data from 112 building and engineering projects about the sources and causes of rework in projects were obtained. A multivariate exploration was conducted to examine the underlying relationships between rework variables.Findings– The analysis revealed that there was a significant difference between rework causes for building and civil engineering projects. The set of associations explored in the analyses will be useful to develop a generic causal model to examine the quantitative impact of rework on project performance so that appropriate prevention strategies can be identified and developed.Research limitations/implications– The limitations include: small data set (112 projects), which include 75 from building and 37 from civil engineering projects.Practical implications– Meaningful insights into the rework occurrences in construction projects will pave pathways for rational mitigation and effective management measures.Originality/value– To date there has been limited empirical research that has sought to determine the causal ascription of rework, particularly in Hong Kong.

WORK BREAKDOWN STRUCTURE: A TOOL FOR SOFTWARE PROJECT SCOPE VERIFICATION

Software project scope verification is a very important process in project scope management and it needs to be performed properly and thoroughly so as to avoid project rework and scope creep. Moreover, software scope verification is crucial in the process of delivering exactly what the customer requested and minimizing project scope changes. Well defined software scope eases the process of scope verification and contributes to project success. Furthermore, a deliverable-oriented WBS provides a road map to a well defined software scope of work. It is on the basis of this that this paper extends the use of deliverable-oriented WBS to that of scope verification process. This paper argues that a deliverable-oriented WBS is a tool for software scope verification.

Work Breakdown Structure: A Tool for Software Project Scope Verification

Software project scope verification is a very important process in project scope management and it needs to be performed properly and thoroughly so as to avoid project rework and scope creep. Moreover, software scope verification is crucial in the process of delivering exactly what the customer requested and minimizing project scope changes. Well defined software scope eases the process of scope verification and contributes to project success. Furthermore, a deliverable-oriented WBS provides a road map to a well defined software scope of work. It is on the basis of this that this paper extends the use of deliverable-oriented WBS to that of scope verification process. This paper argues that a deliverable-oriented WBS is a tool for software scope verification

A system dynamics evaluation model: implementation of health information exchange for public health reporting

To evaluate the complex dynamics involved in implementing electronic health information exchange (HIE) for public health reporting at a state health department, and to identify policy implications to inform similar implementations. Qualitative data were collected over 8 months from seven experts at New York State Department of Health who implemented web services and protocols for querying, receipt, and validation of electronic data supplied by regional health information organizations. Extensive project documentation was also collected. During group meetings experts described the implementation process and created reference modes and causal diagrams that the evaluation team used to build a preliminary model. System dynamics modeling techniques were applied iteratively to build causal loop diagrams representing the implementation. The diagrams were validated iteratively by individual experts followed by group review online, and through confirmatory review of documents and artifacts. Three casual loop diagrams captured well-recognized system dynamics: Sliding Goals, Project Rework, and Maturity of Resources. The findings were associated with specific policies that address funding, leadership, ensuring expertise, planning for rework, communication, and timeline management. This evaluation illustrates the value of a qualitative approach to system dynamics modeling. As a tool for strategic thinking on complicated and intense processes, qualitative models can be produced with fewer resources than a full simulation, yet still provide insights that are timely and relevant. System dynamics techniques clarified endogenous and exogenous factors at play in a highly complex technology implementation, which may inform other states engaged in implementing HIE supported by federal Health Information Technology for Economic and Clinical Health (HITECH) legislation.

Calculating total rework costs in Australian construction projects

In recent years, academic research has focused on identifying the factors that cause construction project rework in an attempt to eradicate its occurrence. The success of these previous studies has been mixed most notably because industry lacked a clear and universal definition of rework. Consequently, findings emanating from studies conducted to date cannot be compared or contrasted and neither can the work be brought together as a homogenous whole. To address this current deficiency, this study first examined previous rework definitions and a priori research in order to develop a clear definition that would placate industry concerns. This definition was then used as the basis for a national questionnaire survey in Australia, which sought to collate data on the total cost of rework; where total cost is a function of direct and indirect rework costs. A total of 161 construction professionals (from a range of occupations) participated in this study and provided much needed evaluations and personal knowledge of rework costs for recently completed projects. The costs of rework were found to be significant, with the mean direct and indirect cost of rework as a percentage of contract value being 6.4% and 5.9%, respectively. There were significant differences identified between the estimates propagated by respondents, this being between design consultants and project managers. Additionally, there were no significant differences found between rework costs and procurement methods used and project types. The article concludes by suggesting that further work is required to develop a system which is capable of identifying rework and estimating the costs.

A forensic examination of the causal mechanisms of rework in a structural steel supply chain

PurposeThis paper aims to take a forensic approach to identify the causal mechanisms of rework in a structural steel supply chain. Rework is an area that has received limited attention, yet it is a major contributor to time and cost overruns in projects. Design/methodology/approach – The research uses an interpretative case study approach to gain an understanding about how and why rework occurred. To determine the causal variables of rework the traditional scientific concept of causality founded on the mono‐causal model in the physical and biological sciences was subject to subtle changes, and adapted to a social context as construction projects are essentially complex social systems. In this instance causality was not considered to be linear, proportional or incremental, but multi‐dimensional whereby each factor is interrelated and multi‐causal in nature. Findings – The findings reveal that the cause of rework in this case was poor information flow and the absence of a quality focus. This was exacerbated by the sequential procurement process and fixed power structure of the contract, and as a consequence poor decision‐making, communication, integration and co‐ordination were experienced. Practical implications – The research has highlighted the need to re‐design the structure of supply chains in construction projects, especially if information and communication technologies are to be effectively used. A conceptual model was developed from the case study findings to illustrate the interconnectedness of factors affecting rework. This model can be used by organisations for reducing the incidence of rework. Originality/value – The research has identified key variables that can contribute to the incidence of rework in projects. A pragmatic model for reducing the incidence of rework is proposed. The model that is propagated will be of use to practitioners and researchers working within project environments.

Contract Documentation and the Incidence of Rework in Projects

Within the Australian construction industry, rework has been identified as a significant factor that contributes to cost increases and project completion delays. It has been suggested that a major cause of rework relates to the quality of contract documentation that is produced by design consultants and that higher fees paid to consultants would result in improved contract documentation quality. Using a questionnaire survey, this paper determines the key contract documentation variables that influenced rework costs in 161 construction projects. Evidence from the findings presented form the basis of practical suggestions made for improving the management of the design process and the production of contract documentation in projects. However, no significant relationship between contract documentation and rework could be established from the findings presented.

A Rework Reduction Model for Construction Projects

Rework is an endemic problem in building construction projects and is an area of research that has received limited attention. Recent research has shown that rework is the primary cause of time and schedule overruns in projects and that rework levels do not significantly differ between current procurement methods despite calls from government for the use of more integrated procurement approaches such as design-and-construct to improve project performance. To reduce the incidence of rework throughout the construction supply chain, data from 161 completed projects were gathered using a questionnaire survey. Stepwise multiple regression was used to determine the significant variables that contributed to rework in projects. In conjunction with previously reported research, these variables were used to develop an alternative procurement model for reducing rework in projects. It is suggested that the proposed model could be used to stimulate interorganizational relations and promote teambuilding during the formative stages of a project, which is essential for reducing design-related reworking.

Learning to Reduce Rework in Projects: Analysis of Firm's Organizational Learning and Quality Practices

While it is widely recognized that additional costs due to rework can have an adverse effect on firm and project performance, there has been limited empirical research investigating the influencing factors. The research presented in this paper determines if a firm's quality and learning practices influence the level of rework costs incurred in construction projects. Using a questionnaire survey, data was obtained from 161 Australian construction firms about the quality and learning practices employed by companies when delivering construction projects. The data analysis revealed that a firm's quality and learning practices did not significantly influence rework costs in projects. However, factors such as project reviews and external benchmarking were significantly correlated with project schedule growth. The size of the firm was identified as a factor that influenced the extent to which learning practices were implemented. The findings from the firms sampled indicate a low to moderate learning capability, which therefore can hinder their ability to implement best practice and work toward the reduction of rework in projects.

Quantifying the causes and costs of rework in construction

Very few construction companies and consulting firms in Australia measure their costs of quality. Consequently, it is difficult for them to prove that systems for preventing quality failures are cost-effective. Although the direct costs of a quality system can be quantified with some accuracy (salaries, costs of documentation, audits, etc.), the corresponding benefits are far more difficult to assess. Indeed quality failures have become an endemic feature of the procurement process in construction and invariably lead to time and cost overruns in projects. Thus, in order to improve the performance of projects it is necessary to identify the causes and costs rework. The research presented in this paper quantifies the causes, magnitude and costs of rework experienced in two construction projects that were procured using different contractual arrangements. The causes and costs of rework projects are analysed and discussed. The findings reveal that the cost of rework for the case study projects was 3.15% and 2.40% of their project contract value. Changes initiated by the client and end-user together with errors and omissions in contract documentation were found to be the primary causes of rework. It is recommended that construction companies and consultant firms (particularly design consultants) implement quality management practices as well as place emphasis on coordinating project documentation during the design development process so that the amount of rework in projects can be reduced or even eliminated.

Determining the causal structure of rework influences in construction

One of the most perplexing issues facing organizations in the construction industry is their inability to become quality focused. As a result sub-standard products and services often emanate, which inadvertently result in rework. Typically, rework is caused by errors made during the design process. These errors appear downstream in the procurement process and therefore have a negative impact on a project's performance. The lack of attention to quality, especially during the design process, has meant that rework has become an inevitable feature of the procurement process, and the costs have been found to be as high as 12.4% of total project costs. Such costs could be even higher because they do not represent schedule delays, litigation costs and other intangible costs of poor quality. To reduce the cost and effect of rework, an understanding of its causal structure is needed so that effective prevention strategies can be identified and the effects of rework reduced or eliminated. A case study approach based upon deductive and inductive reasoning is used to identify the major factors that influence rework in projects. From the findings and with reference to recent literature, the concept of system dynamics is used to develop a series of influence diagrams, which are then integrated to develop a conceptual causal loop model that is used to determine the overall causal structure of rework. Once an understanding of the causal structure of rework events has been acquired, effective strategies for rework prevention can be designed and implemented in order to improve project performance. This paper contributes to study of quality in construction by capturing the complexity and dynamism of those factors that influence rework and project performance in a holistic manner.