ABSTRACT
Rework at the construction phase is a common occurrence during project execution and can lead to time and cost overruns. The aim of the study was to assess the effects of rework on construction project performance in Ghana. The study adopted a quantitative research design and the target population was consultants to assemblies and permanently employed constructional professionals with assemblies (project stakeholders). A sample size of seventy-two (72) was selected. The findings revealed that changes initiated by the client, changes initiated by the design team due to errors and omissions, poor coordination, and finally, poor integration among the design team were the major contributing factors to rework. Moreover, non-compliance with specifications, setting-out errors, low labour skills, and emphasis on time and cost aggravated the occurrence of rework on site. The study revealed that while there is no significant difference between the causes of rework and various project types, rework can and often does make a significant contribution to any project’s cost overrun. The study revealed that cost overruns, time overruns and design team dissatisfaction all impacted on project performance. The findings indicate that design related rework can be minimised by implementing the following strategies: team building, involvement of subcontractors and suppliers, and design for construction. Moreover, involvement of subcontractors during construction, and the implementation of quality control and site quality management systems could also lead to reduction in rework during the construction phase. The research concludes by recommending that design and construction firms should develop organisational measurement systems for recording rework occurrence and its associated costs. It is by determining the frequency and costs of rework that effective strategies for its containment and reduction can be identified.
