Analyzing causes for reworks in construction projects in China

Gui Ye*, Zhigang Jin, Bo Xia, Martin Skitmore

*Corresponding author for this work

Research output: Contribution to journalArticleResearchpeer-review

72 Citations (Scopus)

Abstract

Although rework is a common phenomenon in the Chinese construction industry and significantly affects project success, the reasons for rework remain largely unknown and most construction companies are unable to manage the issue effectively. To investigate the causes of rework in construction projects, a total of 39 causes were first identified through a comprehensive literature review and semistructured interviews with 13 experienced construction professionals in China. A questionnaire survey was further conducted to prioritize these causes, in which unclear project process management, poor quality of construction technology, and the use of poor construction materials rank the highest. Finally, a factor analysis revealed 11 major underlying dimensions of these causes, relating to design management, communication management, field management, project scope management, project process management, active rework, project plan changes, subcontractor management, contract management, owner capability, and the external environment. The contribution of this work lies in its examination of the underlying causes of rework perceived by construction professionals in the world's largest developing country, which is characterized by its unique economic and social systems. In particular, newly identifed causes of contract management, active rework, and scope management help expand existing knowledge of the underlying causes of rework for the global construction community.

Original languageEnglish
JournalJournal of Management in Engineering
Volume31
Issue number6
DOIs
Publication statusPublished - 1 Nov 2015
Externally publishedYes

Fingerprint

Dive into the research topics of 'Analyzing causes for reworks in construction projects in China'. Together they form a unique fingerprint.

Cite this