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The determination as to why projects fail to meet planned schedule, cost, and quality parameters is a leitmotiv within the construction, engineering, and project management literature. Yet, the interrelatedness and behavior of key factors that influence these project performance indicators, particularly regarding design-error-induced rework, have received limited academic examination. Design-induced rework has been reported to contribute more than 70% of the total amount of rework experienced in construction and engineering projects. To address this situation, a forensic management approach to determining how and why rework occurred in a commercial construction project is undertaken.
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