| description abstract | Rework is a persistent challenge in construction projects, significantly affecting project performance and remaining a major focus for research. The problem addressed in this study is the lack of a systematic framework for identifying and categorizing the underlying causes of rework, which has led to inconsistent strategies for managing it in the construction industry. Effectively managing rework poses challenges due to the ever-evolving nature of construction activities. A logical approach to tackling this problem involves pinpointing the root causes of rework. This study seeks to identify the underlying causes from the perspectives of clients, consultants, and contractors, facilitating the development of effective strategies for managing rework. The methodology used employs a comprehensive literature review, semistructured interviews, and the Delphi technique to identify 43 rework causes, which are categorized into four distinct groups. Fifteen Delphi panel members were selected based on specific criteria. The collected data were subjected to normality and reliability testing, followed by analysis using Spearman’s correlation coefficient, score percentage, and the ratio of the mean to the standard deviation to determine whether to proceed with the Delphi method. Consensus among the panelists was reached after the second round as measured using nonparametric statistical tests. Additionally, the inter-rater agreement (IRA) was assessed, and the causes of rework were ranked using the sum rank weighting method. This research is crucial because it highlights less-explored causes of rework, such as communication breakdowns between stakeholders, inadequate coordination during project planning, and errors in client specifications. By examining these causes from the perspectives of clients, consultants, and contractors, this study underscores the significance of these identified issues and contributes to bridging a gap in construction management research. | |
