Smart City

Volume 3
Issue 2 Linking Socio-Environmental Transition Article 5
for Sustainable Cities

December 2023

Factors Influencing The Occurrence of Rework In Terms of Risk-

Based Communication Management in Construction Projects
Virani Mayniana
Universitas Indonesia, v.mayniana@gmail.com

Rossy Armyn Machfudiyanto

Universitas Indonesia, rossyarmyn@gmail.com

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Part of the Civil Engineering Commons, and the Construction Engineering and Management
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Recommended Citation
Mayniana, Virani and Machfudiyanto, Rossy Armyn (2023) "Factors Influencing The Occurrence of Rework
In Terms of Risk-Based Communication Management in Construction Projects," Smart City: Vol. 3: Iss. 2,
Article 5.
DOI: 10.56940/sc.v3.i2.5
Available at: https://scholarhub.ui.ac.id/smartcity/vol3/iss2/5

This Article is brought to you for free and open access by the Universitas Indonesia at UI Scholars Hub. It has been
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 Mayniana and Machfudiyanto: Factors Influencing The Occurrence of Rework
Smart City

FACTORS INFLUENCING THE OCCURRENCE OF REWORK

IN TERMS OF RISK-BASED COMMUNICATION MANAGEMENT
IN CONSTRUCTION PROJECTS

1Virani Mayniana* and 1Rossy Armyn Machfudiyanto

1
Civil Engineering, Faculty of Engineering, Universitas Indonesia
*
Correspondence: v.mayniana@gmail.com

ABSTRACT

Rework in a construction project is an unplanned and unwanted activity that requires an action to repeat
part or all the work to meet project standards or requirements and, in its implementation, causes increased
work, time, and costs. Based on previous studies that discuss the factors that cause rework, poor
communication management or coordination between stakeholders is one of the causes of rework.
Therefore, a literature study was conducted to identify project communication management risks that allow
rework to occur and resulted in 52 communication management risk factors. Furthermore, the results of the
literature study were validated by experts who have more than 10 years of experience in the construction
field. As a result of the validation, there were 48 communication management risk factors that could cause
rework.

Keywords: Rework, communication management, risk factors, project management

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INTRODUCTION
In construction projects, there are many problems or obstacles that occur during the
construction process. Therefore, this type of civil building construction project requires
management, especially to solve various kinds of problems (Ervianto, 2023). One of the problems
that cannot be avoided in the construction process is rework. These problems can trigger various
negative impacts, including project delays, financial losses, safety risks, environmental impacts,
and many more.
Rework is indicated as the second cause of worker productivity loss and is a frequent problem
in both design and construction work (Kaming et al., 1997). Previous studies have shown that
rework can reduce organizational profitability. Based on the research of Love, Smith, et al., (2018),
rework significantly reduces the annual profitability of construction organizations by 28%. In
addition, in terms of time, rework affects project schedule performance, so the schedule delay
factor is a factor that may occur due to rework (Hwang & Yang, 2014). Rework on average increases
the time required for project completion by 22% of the planned time (P. E. D. Love, 2002). Rework
has been considered a contributing factor to schedule and project delays, low profits, losses in
terms of labor productivity, party dissatisfaction, and contract claims arising (Al-Janabi et al.,
2020). Yet rework has been accepted as the norm or zemblanity (something unpleasant and not
surprising). (P. E. D. Love et al., 2019). Often, the occurrence of rework is not formally reported,
as it is perceived that their project was poorly managed (P. E. D. Love, 2020).
There are many factors that lead to rework. Oyewobi et al., (2016) concluded that one of the
causes of rework is a lack of communication between construction parties, negligence, design
errors, and change orders. In the early stages of a project, communication between parties is
critical, as it helps minimize additions, omissions, and change orders during the construction phase.
The factors that cause poor communication on construction projects that support rework
include lack of good communication planning, lack of understanding of stakeholder needs and
preferences, ineffective information flow, lack of coordination, and many more. This is because
project managers spend up to 90% of their time communicating with the project team (Taleb et al.,
2017). In addition, Baker (2007) states that 95% of all project problems are caused by poor
communication, and the importance of being able to manage communication skills when
presenting facts, status details, project requirements, etc. should be a top priority in project
management.
In construction projects in Indonesia, it is rare or almost never happens without rework, and
the main causes of rework in construction projects are not yet known thoroughly, so it is necessary
to analyze the causes of rework. Most of the previous research discusses what factors can cause
rework on construction projects, but not much research has discussed the risk factors of
communication management that can cause rework on construction projects. Therefore, this study
aims to identify communication management risk factors that can cause rework to reduce the
occurrence of rework on construction projects.

METHODS
This research uses a qualitative method with a literature study and continues with validation
from experts with semi-structured interviews as support to achieve research objectives. The flow
of this research can be seen in Figure 1.

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Figure 1. Research Method

Based on Figure 1 above, the method in this research consists of two stages, as follows:

Stage 1: Literature Study

In this stage, we follow the steps in the systematic literature review method that have been
used in previous studies (Asadi et al., 2021a, 2021b; Dallasega et al., 2021; Xia et al., 2018). This
stage was conducted at the beginning of the study to gain insight into reworked research trends.
The first step was to search for journal-type articles with the keywords used, namely "rework"
and "construction", and journal titles containing the phrase "rework" in two databases. The
databases used were Scopus and Google Scholar, with a time span ranging from 1990 to 2023. The
search was conducted by focusing only on construction projects and eliminating irrelevant journals
from other sectors.
Further filtering was carried out, aiming to identify relevant research journals (Asadi et al.,
2021a). The search results collected 161 journals from the Scopus database and 211 journals from
the Google Scholar database. Then refinement was carried out by removing the exact same titles
to avoid duplicate journals from the two databases, resulting in a total of 302 journals from the two
databases. In selecting journal articles based on visual inspection and proper review, a review
based on title, year, and abstract can be done to determine whether the content of the journal article
matches the scope of the research or not.

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A total of 177 journals were collected based on the results of the visual inspection. Then the
categorization was carried out as follows:
Table 1. Categorization
1998- 2001- 2004- 2007- 2010- 2013- 2016- 2019- 2022-
Area of Studies
2000 2003 2006 2009 2012 2015 2018 2021 2023
Causes and Impact
1 5 4 4 6 10 20 16 16
of Rework
Models and
1 3 1 3 0 9 2 6 2
Solutions
Management and
1 2 1 0 4 6 12 14 13
Strategies
Theories and
0 0 1 0 0 2 3 6 2
Techniques
Total 3 10 7 7 10 27 37 42 33

From these data, 73 journal articles that discuss the causes of rework on construction projects
mention that one of the causes of rework is poor communication or coordination in the construction
project process.
Most of the previous studies mentioned poor communication or coordination as one of the
factors causing rework (Asadi et al., 2021; Balouchi et al., 2019; Garg & Misra, 2021; P. E. D.
Love et al., 2020; Mahamid, 2022; Taghizadeh et al., 2021), where communication is very
important in a construction project. Therefore, this research discusses how to reduce the risk of
poor communication to minimize the occurrence of rework in depth. There are topics that have
raised the impact of communication factors on rework costs using ANN analysis, but no one has
discussed what risk events might occur in the application of communication management on
construction projects.
Furthermore, a literature study was conducted to find communication risk factors in
construction projects that could cause rework problems. Searches were conducted from two
databases, namely Scopus and Google Scholar, but for this stage, the search was not limited to
research journals but also used other sources such as books, theses, and other articles. The search
process was not limited by year, and by using the keywords "communication management risk in
construction projects", "coordination", "information". This resulted in 52 papers in the Scopus
database and 65 papers in the Google Scholars database. Then improvements were made by
deleting the exact same title to avoid duplicate papers from the two databases, resulting in a total
of 115 papers. Then a visual check was carried out, using papers with the topic of problems in
construction project communication management and not including papers with the topics of

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strategy, modeling, and technology. This was done to facilitate the risk identification process. To
get a result of 33 papers.
Furthermore, a literature review was conducted on the 33 papers to find risk factors in
communication management. The results of the literature study are in the form of identifying 52
risk factors for communication management in construction projects, which can be shown in Table
2.

Table 2. Identification of Communication Management Risk Factors

Indicator Code Risk Factors Sourcei

X.1. Plan Communication Management

(Project
There are stakeholders who are not identified because they are not directly connected to
X.1.1 Management
the project.
Institute, 2021)
Changes in the organizational structure (reduction or addition of personnel or change of
X.1.2 position) of the project or contractor during project implementation caused problem Yin (2013)
Stakeholder solving in the field to be less efficient.
Identification Low experience of contractors and supervisory consultants in carrying out similar
X.1.3 projects, resulting in the absence of effective construction planning and a lot of wasted (Rahadian Z, 2006)
time.
The placement of project management staff in the field was not in accordance with the Mulholland &
X.1.4
initial organizational structure plan, causing the communication flow to not run smoothly. Christian (1999)
Unclear standardized communication flow between stakeholders leads to ineffective
X.1.5 Hosen (2006)
communication and lengthy decisions
Lack of communication skills of project team members with the owner related to the
(Frista Vetrina
X.1.6 construction process is not optimal and effective, thus hampering the approval process
Rachman, 2006)
from the owner.
Late delivery of information in the field (unknown when the information is needed), both
X.1.7 (Yin, 2013)
from fellow project team members and from stakeholders.
(Project
Management
The availability of technology facilities at the project in conveying information to the
X.1.8 Institute., 2008;
owner is not available or lacking (email, facsimile, telephone, etc.)
Shuangliang et al.,
2009)
(Project
Management
Information ambiguity is caused by language, type, communication style, content, format
X.1.9 Institue, 2017;
of required information, and cultural awareness lacking standards.
Senescu et al.,
Information
2013)
Requirements
(Aryati Indah
Kusumastuti, 2004;
Lack of vertical communication between headquarters and project offices can cause
X.1.10 Project
delays in decision-making and misalignment of project goals.
Management
Institute, 2021)
(Project
The occurrence of conflict is due to communication that is not open and respectful,
X.1.11 Management
because people will stop communicating if the environment is not safe.
Institute, 2021)
X.1.12 Lack of ability to communicate internally with project workers (Dozzi et al., 1996)

Poor sequencing by the contractor and not following the plan led to rework, which (Mulholland &
X.1.13
required additional time to make repairs and extended the project duration. Christian, 1999)

(Aladeloba et al.,
No updating or revision of project planning related to the number of human resource 2010; Project
X.1.14
requirements and materials from contractors results in irrelevant project performance. Management
Institute., 2008)

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Indicator Code Risk Factors Sourcei

Specifications in working drawings that are less detailed and less accurate cause frequent (Mulholland &
X.1.15
design adjustments that require additional time. Christian, 1999)

The status of work progress was not properly monitored by the owner's supervisory team (Aryati Indah
X.1.16
and supervisory consultants, causing delays in handling problems on the project. Kusumastuti, 2004)
Lack of availability of human resources caused the flow of communication not to be as (Mulholland &
X.1.17
planned, thus affecting the duration of the project. Christian, 1999)
Project reports are not done regularly and periodically (daily, weekly, and monthly (Perumal & Bakar,
X.1.18
reports), causing problems in the field to be ineffective. 2011)
(Mulholland &
Christian, 1999;
Information about project complexity issues is not well managed by the contractor, so all
X.1.19 Project
decisions or problem solving take a long time.
Management
Institute, 2002)
(Aladeloba et al.,
Project performance is not relevant to each other to fellow project team members 2010; Project
X.1.20
(contradictory project performance reports with implementation on the ground) Management
Institute., 2008)
(Project
Lack of external communication skills (with owners, consultants, supervisors, planning
X.1.21 Management
consultants, and contractors on the project)
Institue, 2004)
X.2. Manage Communication
Project performance reports from contractors submitted to project stakeholders are not on (Perumal & Bakar,
X.2.1
time / late, causing the approval of the results of work in the field by the owner to be late. 2011)
Differences in views, priorities, and judgments between project team members led to a (Harrison & Lock,
X.2.2
breakdown in the detailed design process. 2017)
Lack of project supervisors from both the owner's team and qualified supervisory
(Aryati Indah
Information X.2.3 consultants means that the construction process does not run according to plan and results
Kusumastuti, 2004)
generation in a long implementation time.
Incomplete or inaccurate data is required in the production of detailed drawings by the (Sunday &
X.2.4
contractor, leading to revisions for document adjustments. Afolarin, 2013)

Unavailability of information regarding changes in work requested by the owner (Aryati Indah
X.2.5
(addition of modifications, revisions) so that it can cause rework in the field. Kusumastuti, 2004)

The system of collecting and obtaining information in project meetings is not good (not
(Frista Vetrina
X.2.6 systematic), causing delays in the information needed and solving work problems in the
Rachman, 2006)
Information project that arise to be delayed.
gathering The absence of a standardized change order submission procedure between the contractor
(Mulholland &
X.2.7 and the owner causes rework to not be approved by the owner and delays in the
Christian, 1999)
implementation of work in the field.
Network limitations and the use of electronic communication tools (telephone, fax, email)
(Aryati Indah
X.2.8 caused the process of validating or clarifying work or reporting work results to be
Kusumastuti, 2004)
hampered and had an impact on project implementation time.

Less than optimal (efficient) use of work application software in the field by the project
(Frista Vetrina
X.2.9 team causes the process of submitting late information to the owner and increasing
Rachman, 2006)
project implementation time.
The unsystematic format of the quality control inspection report from the contractor did
(Mulholland &
X.2.10 not cause any rework work and had an impact on the delay in project implementation
Information Christian, 1999)
time.
Distribution
(PMI, 2002;
Late information submitted by the contractor to the owner arising in the process of
Mulholland &
X.2.11 project implementation on the occurrence of design changes during construction that
Christian, 1999;
cause rework.
Schmidt, 2009)
The frequency of communication between the contractor and the owner is not well
(Aryati Indah
X.2.12 organized by the contractor himself (weekly or monthly meetings), causing the
Kusumastuti, 2004)
construction implementation time process to be long.
The manager verbally conveys instructions to someone without ensuring that they reach Garg & Misra
X.2.13
the intended recipient and are not lost in the chain. (2021)

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Indicator Code Risk Factors Sourcei

(Project
X.2.14 Ad hoc requests for information, reports, and other forms of communication Management
Institute, 2021)
Information
X.2.15 Lack of an electronic filing system makes it difficult to find information. (Sawczuk, 1996)
Storage
Information conflicting information is presented in design documents, leading to confusion and (Garg & Misra,
X.2.16
Retrieval incorrect construction, leading to rework 2021)
Final
(Senescu et al.,
Disposition of X.2.17 All information created is temporary; the process is never documented
2013)
Information
X.3. Monitor Communication
The understanding of the project work contract is not the same between stakeholders and Chris (2000),
X.3.1 the project team, resulting in problems in the construction process, which results in the (Ballan & El-
completion of work in the field by contractors being less effective. Diraby, 2011)
The occurrence of errors in defining the project scope between the contractor and the
(Mulholland &
X.3.2 owner causes the accuracy of the scope to not be guaranteed, causing a lot of added or
Christian, 1999)
reduced work that affects the implementation time of the scope of work concerned.
Differences in perceptions between stakeholders and contractors of the information
(Toor & Ogunlana,
X.3.3 conveyed will result in wrong perceptions of the application of work implementation in
2008)
the field.
(Naqvi et al., 2011;
Project
Incomplete meetings attended by project stakeholders resulted in a lack of efficient
X.3.4 Management
problem solving and delayed decisions for each project task.
Institute., 2009;
Schwalbe, 2010)
(Naqvi et al., 2011;
Project
Meetings were not held on time between the project team and the visible owner, causing
Monitoring X.3.5 Management
decisions and problem solving in the project to be delayed.
Institute., 2009;
Schwalbe, 2010)
Standard operating procedures regarding project communication are not well made (not
(Thomas et al.,
X.3.6 easily understood) by the contractor, causing the communication flow to not run well and
1999)
the distribution of information to be long.
Meeting schedules that do not match the need for face-to-face communication between
(Kusumastuti,
X.3.7 project team members and assignors result in long decisions and impimpacte duration of
2004)
project implementation.
The method or technology used to convey information, such as memos or emails, is less
(Frista Vetrina
X.3.8 precise and systematic by the contractor, causing invalid documentation and prolonging
Rachman, 2006)
the process
Project documents are not used as learning data for the project organization in the field, (Perumal & Bakar,
X.3.9
which results in repeated errors (rework) and project teams. 2011)
Information about project control procedures was not communicated to the owner, (Mulholland &
X.3.10
causing rework in the field. Christian, 1999)
The status of the list of requested changes (additions, modifications, and revisions) from
(Kusumastuti,
X.3.11 the owner to the contractor is incomplete and inaccurate, which requires additional time
2004)
for data collection and has an impact on reducing the duration of project implementation.
(Naqvi et al., 2011;
Project
Change requests from project stakeholders are not discussed in meetings by supervisory
X.3.12 Management
Control consultants and contractors, causing problem solving to be delayed.
Institute., 2009;
Schwalbe, 2010)
(Mulholland &
There is a mismatch between working drawings and implementation, resulting in design
X.3.13 Christian, 1999;
adjustments and the emergence of rework that causes additional time.
Rahadian Z, 2006)
The existence of project documents that are not updated in accordance with what has Perumal & Bakar
X.3.14
been agreed between the owner and the contractor. (2011)

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Stage 2: Semi-structured Interview

This research was conducted to find out "what" communication management risk factors
can cause rework on construction projects. After the communication management risks were
identified through the literature study, the Delphi method was then conducted with semi-structured
interviews and questionnaires by expert experts who have had direct experience on construction
projects. The minimum number of experts required to validate the research variables may vary
depending on the context and complexity of the research. However, in general, there is a general
view that involving a minimum of 3 to 5 expert experts can provide sufficient validity in the
validation process of research variables. Therefore, in this study, semi-structured interviews and
questionnaires were conducted by three experts with more than 10 years of experience in
construction projects. Expert I is a practitioner and was interviewed on October 23, 2023; Expert
II is a highway engineer and was interviewed on November 3, 2023; and Expert II is a project
manager and was interviewed on November 11, 2023. Interviews were conducted with experts in
different positions to find out if there were similar perceptions among the three experts. All
interviews were digitally recorded and lasted between 30 and 60 minutes.
Semi-structured interviews were conducted to find out the role and importance of
communication management in a construction project, the relationship between communication
management and rework, how often rework occurs, and whether conducting a communication
management risk analysis can be done as an effort to minimize the occurrence of rework on
construction projects.
Then the expert is given a questionnaire with the question "Can these risk factors affect
rework?" on each risk factor that has been identified based on the literature study, and the expert
can provide responses in the form of responses or improvements to each risk factor.

REWORK ON CONSTRUCTION PROJECTS

According to several sources, experts in the field of construction provide the following
definition of rework:
● According to P. Love & Smith (2018), rework is an unplanned activity and is rarely identified as
a risk; instead, it is often viewed as zemblanity (i.e., an unpleasant but unsurprising discovery).
● According to Garg & Misra (2021), rework is one of the important issues for time and cost
overruns in construction projects and involves the consumption of additional resources.

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● According to Josephson et al. (2002), rework is an unnecessary output caused by errors made
during the construction process.
● According to Taylor & Ford (2006), rework is work that is identified as requiring changes (either
through errors, omissions, or regulatory changes).
Based on the opinions of these experts, it can be concluded that rework in construction projects
is an unplanned and unwanted activity, so it is necessary to repeat part or all of the work in an
effort to meet project standards or requirements, and its implementation causes increased work,
time, and costs.
Meanwhile, according to experts based on the results of interviews, as follows:
• According to Expert I, rework in construction projects occurs when the work does not meet the
agreed quality standards. For example, in embankment work, quality is controlled by
supervisory consultants using standards such as ISO.
• According to Expert II, rework in construction projects can occur due to various factors, one of
which is related to the lack of competence and understanding of field workers. Although the
materials and specifications are appropriate, implementation by a number of workers who have
varying levels of experience can result in an expansion of revisions. These revisions often come
from various parties, including project management, related agencies, or parties who have the
authority to make construction-related decisions.
• According to Expert III, rework occurs when there are defects or errors in construction work
that do not comply with quality requirements or standards. This can occur due to a rushed
construction process.
Although most of the factors causing rework have been identified, rework remains a real
challenge in the construction industry (Al-Janabi et al., 2020). Common factors that lead to rework
include, but are not limited to: process performance, such as errors and changes; human resource
attributes, such as expertise and skills; lack of quality management; poor use of information
technology and some other technical issues; material replacement; contract documents; and lack
of constructability (Asadi et al., 2021).
Effective communication and coordination between the client and the project team in
management practice is the key to smooth project execution. Therefore, communication is a major
source of rework in construction projects to reduce errors and omissions of documentation. (Hwang
& Yang, 2014). In effective communication, of course, information regarding ideas about how well

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people are working together and how effective the work is in ensuring quality and providing safe
operations can be obtained by checking the flow of information. So if information does not flow,
it can negatively affect the functioning of the organization (Westrum, 2014). Therefore, the
possibility of rework can be reduced by implementing an effective communication system at the
beginning of the project to facilitate communication between project stakeholders (Hwang & Yang,
2014)
According to (Frese & Keith, 2015), error management shows that it is not possible to avoid
errors altogether, but negative consequences can be prevented, reduced, or even eliminated if
errors are addressed as soon as they are discovered. If quality is to be improved, then construction
organizations may need to re-evaluate their business strategies, leadership, and management
practices to create the environment and conditions to get it right the first time (Love, 2020).

PROJECT COMMUNICATION MANAGEMENT

Poor communication is one of the most common project barriers in construction (Ceric, 2014),
which can increase unnecessary expenditure and affect project progress and quality (Anumba et
al., 1997). Baker (2007) states that 95% of all project problems are caused by poor communication,
and the importance of being able to manage communication skills when presenting facts, status
details, project requirements, etc. should be a top priority in project management.
Based on the Project Management Institue (2017), the project communication management
process consists of three processes, as follows:
● Plan Communication Management
This process considers and documents the need to communicate information, information
requirements, distribution methods, information storage methods, information retrieval, and the
final disposition of project information. The results of the plan communication management
process should be reviewed regularly during the project and revised as needed.
The indicators that influence the communication management planning process are
stakeholder identification and information requirements. Information requirements include the
type, frequency, and format of communication, as well as communication channels and
methods.
● Manage Communication

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A process that involves the creation, collection, distribution, storage, and maintenance of
project information to meet stakeholder communication needs. The main benefit of this
process is to ensure effective communication flow and timely and accurate information
dissemination between the project team and stakeholders.
● Monitor Communication
Based on the Project Management Institue (2017), monitoring communication is the
process of ensuring the information needs of the project and its stakeholders are met with the
aim of creating an optimal flow of information as defined in the communication management
plan and stakeholder engagement plan.
The main objective of communication control and monitoring is to ensure optimal
information flow throughout the project life cycle, with the main inputs being project
management plans, project communications, problem logs, performance data, and
organizational process assets, and the main outputs being work performance information,
change requests, project document updates, and organizational process asset updates
(Schwalbe, 2014).

RESULTS AND DISCUSSION

The findings of the literature study show that rework is one of the problems that is very
difficult to avoid. This is caused by ineffective communication and coordination in the
management of construction project implementation. To minimize the occurrence of rework due
to poor communication or coordination, a risk-based analysis is conducted in the communication
management of construction projects.
Fayek et al., (2004) classified five main sources of rework using a fishbone diagram or
Ishikawa diagram, including leadership and communication, human resource capability,
engineering and review, material and equipment supply, and construction planning and scheduling.
From each of the five main sources, it is then broken down into causal factors or sources of rework
more specifically. The diagram can be seen in Figure 2 below.

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Figure 2. Major Sources of Rework

(Fayek et al., 2004)

A literature study was conducted to identify communication management risk factors that
might cause rework in construction projects. From the results of the literature study, 52
communication management risk factors were obtained, and then semi-structured interviews and
questionnaires were conducted with three experts who have more than 10 years of experience to
validate the 52 risks. This is intended to determine whether the 52 risks affect rework in
construction projects.
In semi-structured interviews, all three experts agreed that communication management is the
most important thing in construction projects because communication creates understanding and
understanding of a matter, so it can be said that communication is the basis for the success or
failure of a construction project (an important key related to the success of a project). For
communication to run effectively and efficiently, it can start with paying attention to planning and
evaluating the communication development process. For example, in the communication process,
it is not only about conveying and receiving information; it is also necessary to pay attention to
how to convey the information and ensure that the information is conveyed with one
understanding.
In addition, based on semi-structured interviews, the communication process in a project
affects rework, and rework almost always occurs in a construction project. The communication
process is important to document, and it can be said that communication documents are mandatory
because if there is a problem in the future, communication documents become evidence of

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accountability for this. In addition, in the communication process, it is also important to have
communication channels because the success of a project depends on the collaboration of all
stakeholders in accordance with the desired outcomes.
Communication management risk analysis can be carried out to minimize the occurrence of
rework on a construction project. This is because the role of risk management is to be able to
calculate or identify risks before the event occurs. So that during the planning process, these risks
have been identified and analyzed to mitigate them. Therefore, it can be concluded that identifying
risks, especially communication management risks, can be done to prevent or mitigate the
occurrence of rework on construction projects, which can then be further analyzed.
Furthermore, a validation of 52 communication management risk factors that might cause
rework in construction projects was conducted. As for the results of the validation day, there were
four risks concluded to have no direct influence on rework because the experts predominantly
answered, "the risk factor has no effect on rework.". The four risks can be seen in Table 3.

Table 3. Eliminated Risk Factors

Code Risk Factors
The availability of technology facilities at the project in
X.1.8 conveying information to the owner is not available or
lacking (email, facsimile, telephone, etc.)
Information about project complexity issues is not well
X.1.19 managed by the contractor, so all decisions and problem
solving take a long time.
Project performance is not relevant to each other to fellow
X.1.20 project team members (contradictory project performance
reports with implementation on the ground)
Ad hoc requests for information, reports, and other forms of
X.2.14
communication
Description
Does not directly increase risk
Only affects the implementation time
Not until rework, the contractor will innovate
massively (even some work cannot be accounted for)
and implement so that the project is completed
immediately because it is related to billing work to
the owner.
Does not cause rework

According to experts, risk factor X.1.8 does not directly increase the risk of rework on
construction projects, but this risk factor can contribute to other risk factors that can cause rework
on construction projects. Other risk factors that can be caused by risk factor X.1.8 include lack of
efficient planning, implementation constraints, and external constraints (Deep et al., 2022), design
risk (Wuni, Shen, & Antwi-Afari, 2023), and lack of good cooperation between stakeholders (Wuni,
Shen, & Saka, 2023).
Risk factor X.1.19 is not one of the factors that directly causes rework. Information complexity
affects the complexity of a project (Luo et al., 2020), and to solve the information complexity, it

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is recommended to utilize the central program control information system to realize the timely
collection and analysis of progress information and meet the information needs of decision makers
(He et al., 2015; Luo et al., 2020; Ma et al., 2018). Therefore, if the contractor does not manage
the information about project complexity problems well, it may result in delays in decision-making
and problem solving.
Construction project performance is related to effective communication between construction
project teams (Aladeloba et al., 2010). In risk factor X.1.20, contractors perceive that performance
reporting is very important for decision-making in cases of disputes (Senaratne & Ruwanpura, 2016).
Risk factor X.2.14 does not cause rework because it occurs when design information is
inadequate, materials are missing, or prerequisite work is incomplete; the assigned work will cost
more, take longer, or be done incorrectly or not at all (Ballard & Howell, 1998). Therefore,
integrating information allows project teams to operate from a single source of truth, i.e., a single
document containing current and accurate information that can be used to take action (Fischer et
al., 2014).
So there are 48 communication management risk factors that cause rework in construction
projects. The 48 risk factors can be seen in Table 4.

Table 4. Communication Management Risk Factors that Can Lead to Rework

Code Risk Factors
X.1. Plan Communication Management

X.1.1 There are stakeholders who are not identified because they are not directly connected to the project.
Changes in the organizational structure (reduction or addition of personnel or change of position) of the project or contractor during
X.1.2
project implementation caused problem solving in the field to be less efficient.
Low experience of contractors and supervisory consultants in carrying out similar projects, resulting in the absence of effective
X.1.3
construction planning and a lot of wasted time.
The placement of project management staff in the field was not in accordance with the initial organizational structure plan, causing
X.1.4
the communication flow to not run smoothly.
X.1.5 Unclear standardized communication flow between stakeholders leads to ineffective communication and lengthy decisions
Lack of communication skills of project team members with the owner related to the construction process is not optimal and
X.1.6
effective, thus hampering the approval process from the owner.
Late delivery of information in the field (unknown when the information is needed), both from fellow project team members and
X.1.7
from stakeholders.
Information ambiguity is caused by language, type, communication style, content, format of required information, and cultural
X.1.9
awareness lacking standards.
Lack of vertical communication between headquarters and the project can cause delays in decision-making and misalignment of
X.1.10
project goals.
The occurrence of conflict is due to communication that is not open and respectful, because people will stop communicating if the
X.1.11
environment is not safe.
X.1.12 Lack of ability to communicate internally with project workers
Poor sequencing by the contractor and not following the plan led to rework, which required additional time to make repairs and
X.1.13
extended the project duration.

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Code Risk Factors

No updating or revision of project planning related to the number of human resource requirements and materials from contractors
X.1.14
results in irrelevant project performance.
Specifications in working drawings that are less detailed and less accurate cause frequent design adjustments that require additional
X.1.15
time.
The status of work progress is not properly monitored by the owner's supervisory team and supervision consultants, causing delays
X.1.16
in handling problems on the project.
Lack of availability of human resources caused the flow of communication not to be as planned, thus affecting the duration of the
X.1.17
project.
Project reports are not done regularly and periodically (daily, weekly, and monthly reports), causing problems in the field to be
X.1.18
ineffective.
X.1.21 Lack of external communication skills (with owners, consultants, supervisors, planning consultants, and contractors on the project)
X.2. Manage Communication

Project performance reports from contractors submitted to project stakeholders are not on time or late, causing the approval of the
X.2.1
results of work in the field by the owner to be late.
X.2.2 Differences in views, priorities, and judgments between project team members led to a breakdown in the detailed design process.
Lack of project supervisors from both the owner's team and qualified supervisory consultants means that the construction process
X.2.3
does not run according to plan and results in a long implementation time.
Incomplete or inaccurate data is required in the production of detailed drawings by the contractor, leading to revisions for document
X.2.4
adjustments.
Unavailability of information regarding changes in work requested by the owner (addition of modifications, revisions) so that it can
X.2.5
cause rework in the field.
The system of collecting and obtaining information in project meetings is not good (not systematic), causing delays in the
X.2.6
information needed and solving work problems in the project that arise to be delayed.
The absence of a standardized change order submission procedure between the contractor and the owner causes rework to not be
X.2.7
approved by the owner and delays in the implementation of work in the field.
Network limitations and the use of electronic communication tools (telephone, fax, email) caused the process of validating or
X.2.8
clarifying work or reporting work results to be hampered and had an impact on project implementation time.
Less than optimal (efficient) use of work application software in the field by the project team causes the process of submitting late
X.2.9
information to the owner and increasing project implementation time.
The unsystematic format of the quality control inspection report from the contractor did not cause any rework work and had an
X.2.10
impact on the delay in project implementation time.
Late information submitted by the contractor to the owner arising in the process of project implementation on the occurrence of
X.2.11
design changes during construction that cause rework.
The frequency of communication between the contractor and the owner is not well organized by the contractor himself (weekly or
X.2.12
monthly meetings), causing the construction implementation time process to be long.
The manager verbally conveys instructions to someone without ensuring that they reach the intended recipient and are not lost in
X.2.13
the chain.
X.2.15 Lack of an electronic filing system makes it difficult to find information.

X.2.16 conflicting information is presented in design documents, leading to confusion and incorrect construction, leading to rework

X.2.17 All information created is temporary; the process is never documented

X.3. Monitor Communication

The understanding of the project work contract is not the same between stakeholders and the project team, resulting in problems in
X.3.1
the construction process, which results in the completion of work in the field by contractors being less effective.

The occurrence of errors in defining the project scope between the contractor and the owner causes the accuracy of the scope to not
X.3.2
be guaranteed, causing a lot of added or reduced work that affects the implementation time of the scope of work concerned.

Differences in perceptions between stakeholders and contractors of the information conveyed will result in wrong perceptions of the
X.3.3
application of work implementation in the field.
Incomplete meetings attended by project stakeholders resulted in a lack of efficient problem solving and delayed decisions for each
X.3.4
project task.

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Code Risk Factors

Meetings were not held on time between the project team and the visible owner, causing decisions and problem solving in the
X.3.5
project to be delayed.
Standard operating procedures regarding project communication are not well made (or easily understood) by the contractor, causing
X.3.6
the communication flow to not run well and the distribution of information to be long.
Meeting schedules that do not match the need for face-to-face communication between project team members and assignors result
X.3.7
in long decisions, impacting the duration of project implementation.
The method or technology used to convey information, such as memos or emails, is less precise and systematic by the contractor,
X.3.8
causing invalid documents to prolong the construction process.
Project documents are not used as learning data for the project organization in the field, which results in repeated errors (rework)
X.3.9
and project teams.

X.3.10 Information about project control procedures was not communicated to the owner, causing rework in the field.

The status of the list of requested changes (additions, modifications, and revisions) from the owner to the contractor is incomplete
X.3.11 and inaccurate, so additional time is needed for data validation, which has an impact on reducing the duration of project
implementation.
Change requests from project stakeholders are not discussed in meetings by supervisory consultants and contractors, causing
X.3.12
problem solving to be delayed.
There is a mismatch between working drawings and implementation, resulting in design adjustments and the emergence of rework
X.3.13
that causes additional time.
The existence of project documents that are not updated in accordance with what has been agreed between the owner and the
X.3.14
contractor.

The causes of rework in communication management have been classified in Table 3 in the
form of communication management risks. The classification is based on the communication
management process in PMBOK Guide 6th Edition, namely plan communication management,
manage communication, and monitor communication. These risks do not have priority in terms of
importance, and the table only shows communication management risks as a cause of rework but
has been validated by three experts. Therefore, it can be an input or suggestion to be able to
conduct further analysis using a questionnaire to determine the risk level (high, moderate, or low)
of each risk factor so that preventive and corrective responses can be determined.

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CONCLUSION
Inability to manage communication between all parties involved in the project can lead to
rework. If communication management does not go well, there can be misunderstandings, delays,
conflicts, misinterpretations, a lack of stakeholder participation, and reduced transparency in
construction projects. To minimize the occurrence of rework in terms of communication
management, the risks that may occur can be identified. The risk factors were identified with a
literature study that discusses communication management risks, then validated by experts to
determine whether the risk factors affect the occurrence of rework on construction projects. As a
result of the validation, there were 48 communication management risk factors that could cause
rework. However, these risk factors were not analyzed further to determine risk prioritization.
According to experts, there are things that must be considered related to communication
management to avoid or reduce the occurrence of rework on construction projects, including the
involvement of all stakeholders, especially the distribution of information. Both design changes
and implementation changes, work methods, and others must be fully understood. In addition, to
avoid repetitive work, it must always be reminded both informally and formally so that if there is
a discrepancy, it can be communicated based on the risks that have been identified.

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