Hwang2019 BIM SINGAPORE

Effect of BIM on Rework in Construction Projects in
Singapore: Status Quo, Magnitude, Impact, and Strategies

Bon-Gang Hwang, M.ASCE 1; Xiaojing Zhao, A.M.ASCE 2; and Kay Wei Yang 3
Abstract: Rework is a pervasive problem that adversely impacts the performance of construction projects and has become one of the most
common concerns of the industry and academia. The rapid popularization of Building Information Modeling (BIM) is deemed useful for
Downloaded from ascelibrary.org by University of Leicester on 11/25/18. Copyright ASCE. For personal use only; all rights reserved.
controlling rework and its resulting cost and time overruns. However, little empirical research has been done to show the impact of BIM
implementation on rework in construction projects. As a result, by comparing two groups of projects (with and without BIM implementation),
this paper first aims to assess and compare the rework status quo as well as the rework magnitude and impact by project type and by rework
source. This study also proposes a set of practical strategies that can help prevent rework in projects with BIM implementation using a fuzzy
set theory-based model. To achieve these objectives, an extensive literature review was conducted, followed by pre-interviews, a question-
naire survey, statistical analyses, and post-interviews. The results of the analyses and interviews show that the projects with BIM imple-
mentation tend to have experienced lower incidence, magnitude, and impact of rework relative to projects without BIM implementation. BIM
implementation is also found to have a significant impact on reducing rework arising from owner change, design error/omission, design
change, and vendor error/omission. The identified top three strategies to utilize BIM to reduce rework are “use of BIM throughout the design
and construction phase,” “design reviews, verifications, and audit to reduce system errors,” and “rework tracking system to prevent future
occurrences of rework.” To the best of the authors’ knowledge, this study makes the first attempt to measure the effects of BIM implemen-
tation on rework in construction projects using actual project data. The findings of this study enable practitioners to implement strategies to
minimize rework with BIM implementation, improve projects’ cost and time performance, and improve the efficiency of project delivery.
DOI: 10.1061/(ASCE)CO.1943-7862.0001600. © 2018 American Society of Civil Engineers.
Author keywords: Building Information Modeling; Rework; Time; Cost; Construction project.
Introduction of projects’ time overruns, and rework cost is accountable for

5%–25% of the contract value (Forcada et al. 2017).
The construction industry is one of the key pillars of Singapore’s The Singapore government has made various efforts to stimulate
economy. According to the Building and Construction Authority construction productivity, such as the Productivity and Innovation
(BCA 2017), the value of construction contracts awarded in 2017 Credit Scheme (PIC), and the Construction Productivity and
reached S$28–35 billion (US$20.7–26 billion), which accounts Capability Fund (CPCF), which spent S$800 million to encourage
for around 6% of the country’s overall gross domestic product. new technology adoption and workforce development (BCA 2015).
However, the productivity of the Singapore construction industry The utilization of Building Information Models (BIMs) has been
has lagged far behind the national average (BCA 2017). Rework given top priority as a strategy for achieving project performance
was found to be an endemic problem in construction projects that improvements. Since 2013, BIM has been compulsory for architec-
negatively influence productivity (e.g., Forcada et al. 2017; Hwang tural and engineering plans that are submitted for building plan ap-
et al. 2014). Rework could originate from nonconformance with proval. In 2010, BCA developed a BIM roadmap and aimed to
established requirements (Burati et al. 1992), deviations from achieve an 80% use rate of BIM by construction projects by
the required quality (Hwang and Yang 2014), changes in the scope 2015 (BCA 2011). By 2013, the BIM adoption rate in Singapore
or specifications from project stakeholders, and omissions/errors increased from 20% in 2009 to 65%. Mandatory e-submission was
committed by project professionals (Hwang et al. 2009). Research introduced after 2013. All architectural plans for new building proj-
efforts have been devoted to examining the negative impact of ects with a gross floor area of more than 20,000 m2 are obliged to
rework on project performance. Rework contributes to around 50% be submitted in BIM format. Since July 2015, all plans for new
building projects with a gross floor area of more than 5,000 m2
must be submitted in BIM format.
1
Associate Professor, Dept. of Building, National Univ. of Singapore, BIM is an integrated data platform to manage accurate building
Singapore 117566. Email: bdghbg@nus.edu.sg information during the entire lifecycle. BIM enables better control
2
Research Fellow, Dept. of Building, National Univ. of Singapore, of the construction process and enhances internal coordination,
Singapore 117566 (corresponding author). Email: bdgzhao@nus.edu.sg cross-disciplinary collaboration, problem solving, decision-making
3
Engineer, Surbana Jurong Private Limited, 168 Jalan Bukit Merah, support, risk management, and productivity improvement (Eastman
#01-01 Connection One, Singapore 150168. Email: kayweiyang@gmail et al. 2011; Volk et al. 2014), which could lead to reduced errors
.com
in design and consequent reworks (Porwal and Hewage 2013). A num-
Note. This manuscript was submitted on March 13, 2018; approved on
August 3, 2018; published online on November 23, 2018. Discussion ber of studies developed BIM-integrated systems to detect and reduce
period open until April 23, 2019; separate discussions must be submitted the causes of rework (e.g., Lee et al. 2016; Kwon et al. 2014). How-
for individual papers. This paper is part of the Journal of Construction ever, the effectiveness of these developed systems was not tested in
Engineering and Management, © ASCE, ISSN 0733-9364. practical construction projects. Other researchers investigated the
© ASCE 04018125-1 J. Constr. Eng. Manage.
J. Constr. Eng. Manage., 2019, 145(2): 04018125

perceptions of practitioners on the effect of using BIM in reducing construction projects (e.g., Dimitrov and Golparvar-Fard 2014;
errors in construction projects (e.g., Jin et al. 2017; Bryde et al. 2013). Sacks et al. 2010; Love et al. 2011). The multidimensional BIM plat-
However, few studies provided empirical evidence on the change of form can provide different tools and services to different stakeholders
rework occurrence when using BIM in construction projects, such as to fulfill their decision making by enhanced information sharing and
the reduction of rework cost and time. advanced models. Li et al. (2017) developed a radio frequency iden-
As a result, with comparisons between the two groups of the tification device (RFID)-enabled BIM that integrated information/
projects (with and without BIM implementation), this study uses data flow and various involved stakeholders to improve the time per-
a using a fuzzy set theory-based model to (1) identify and compare formance of prefabricated building projects. Kwon et al. (2014) de-
the rework status quo; (2) measure and compare the rework mag- veloped a defect management system by integrating BIM with image
nitude and impact by project type and by rework source; and matching and augmented reality to automatically detect errors and
(3) propose a set of practical strategies that can help prevent rework omissions. Chi et al. (2012) developed modularized electronic scaf-
in projects with BIM implementation. folding and formwork objects to integrate temporary construction
The findings of this paper contribute to the body of knowledge works into BIM models to achieve smarter and safer infrastructure
by assessing the impact of BIM implementation on rework reduc-
and building construction. Lee et al. (2014) combined BIM with

tion, which can improve project costs and time performance. This ontology-technology to reduce the inaccuracies in the cost estimation
paper also helps industry practitioners understand how the sources process. By collecting secondary data from 35 construction projects
of rework can effectively be mitigated and proactively be prevented with BIM implementation, Bryde et al. (2013) found that cost reduc-
by implementing BIM and the proposed solutions into their proj- tion and time savings are the top two documented benefits in con-
ects, ultimately improving the opportunities for project success. struction projects with BIM implementation.
The Singapore government plans to improve the construction
industry’s productivity by up to 25% in the next decade. To deal
BIM Implementation in the Singapore Construction
Industry with the challenges faced by the construction industry in the adop-
tion of BIM, numerous efforts have been devoted by the govern-
BIM, created in the mid-1970s, aroused widespread attention after ment and industrial organizations to facilitating businesses’ and
1995 when buildingSMART developed Industry Foundation Classes professionals’ transition from conventional two-dimensional build-
(IFC) to facilitate data exchange and interoperability among archi- ing plans to BIM models. Fig. 1 provides an overview of the pol-
tect, engineer, contractor, owner, and facility (IAI 1999). BIM, as a icies, initiatives, and milestones of BIM adoption in the Singapore
digital representation of a building, has been proposed as an inno- construction industry during 2008–2017.
vative and practical approach to store, visualize, and exchange build- A series of codes and guidelines have been developed to help
ing information in entire lifecycle stages. BIM acts as a central professionals comprehend the new regulatory submission process
database and has great potential to minimize information loss and using BIM. BCA released a BIM guide to outline the roles and
promote effective coordination and collaboration among professio- responsibilities of project stakeholders when using BIM at different
nals of various disciplines (owners, architects, engineers, contractors, stages of a project (BCA 2013b). The Centre for Construction
and facility managers) (Eastman et al. 2011; Lu et al. 2018). It has Information Technology compiled a BIM Essential Guide Series
been claimed that BIM technology can significantly improve the and provided references on BIM best practices in Singapore (BCA
efficiency and effectiveness of the overall delivery process of 2013a). From 2012, the public sector took the lead in utilizing BIM.
Fig. 1. Policies and initiatives to facilitate BIM adoption in Singapore.

Moreover, short courses, workshops, and diplomas have been (CE), contractor’s change (CC), vendor error/omission (VE), ven-
launched to enrich industry practitioners’ knowledge and capabil- dor change (VC), and transportation error (TE). It is found that
ities related to BIM use. most reworks in construction projects could be traced to the design,
planning, and construction stages. Design-related issues are the
sources most mentioned in the literature. Design errors, omissions,
Rework in Construction and changes were found to be accountable for around 50% of the
total rework and total rework costs (Love et al. 2016). Inadequacy
Definition and Classification of Rework of design details, misinterpretation of design, and incompetent
preparation of drawings could lead to design errors and subsequent
Although there is a multitude of previous studies on rework, no changes. Such changes may lead to additional work downstream to
commonly agreed-on definition of “rework” has been established. conform to the latest requirements.
In most cases, rework is intertwined with terms such as error, fault,
defect, quality failure, quality deviation, nonconformance, and snag
(e.g., Hwang et al. 2009; Mills et al. 2009). Rework can be sim- Impacts of Rework on Project Performance
plified as “the waste or redundant part of a project that has become

part of the construction process” (Oyewobi and Ogunsemi 2010). Rework has both direct and indirect impacts on project perfor-
Love et al. (2016) defined rework as the unnecessary effort of re- mance. It is a significant factor that contributes to the costs and
doing a process or activity that was incorrectly implemented the time overruns of a construction project (Hwang et al. 2009). Pre-
first time. Aside from the nonfulfillment of a requirement and sub- vious studies have explored the effect of rework on the cost, time,
sequent rectification, project scope changes or design/requirement and quality of construction projects. The Construction Industry
changes may result in additional works. Forcada et al. (2017) and Development Board (CIDB 1989) reported that contractors in
Hwang and Yang (2014) asserted that additional or corrective works Singapore wasted 5–10% of project costs on wrong or rectifying
arising from scope changes, change orders, and design errors should works. CII (2005) reported that direct costs caused by rework
also be considered rework. are accountable for around 5% of total construction costs. Love
Rework in construction projects can be categorized according to et al. (2010) examined 115 civil infrastructure projects and found
project stage and stakeholder. Based on the categories of rework that direct and indirect rework costs range from 5.07% to 5.22% of
developed in Arain and Low (2006), Forcada et al. (2014), and projects’ contract values. Love et al. (2010) also reported that the
Hwang and Yang (2014), rework can be briefly categorized into rework cost of building projects is higher than that of infrastructure
engineering rework and construction rework. Six main project projects.
players are responsible for the rework of construction projects: cli- Time delay or time overrun is another consequence of rework.
ent, designer, manufacturer, supplier, contractor, and subcontractor. Hwang and Yang (2014) found that rework contributes to an aver-
Engineering rework may arise from changes in scope or specifica- age of 25% of construction duration growth in Singapore. Although
tions made by the owner and errors in design and procurement. project duration can be accelerated by allocating additional resour-
Rework originated from owners include their changes to a project ces, working overtime, or a combination of both methods, these
plan, scope, or duration, financial problems, and impediments in methods may instead strain project costs.
prompting decision-making processes (Arain and Low 2006; Research on rework has proven that project characteristics act as
Hwang et al. 2014). Chang (2002) found using four sample projects predictors of the impact of rework on project performance. Love
in California that approximately 25% of cost overruns and 70% of et al. (2010) stated that the extent of rework is correlated with
schedule delays were derived from the design phase. During the the overall project cost and duration. Building type and project
early conceptual design stage, architects should communicate their scale are linked to the complexity of projects, affecting the overall
architectural design aspirations with the design team and receive performance and the effect of rework (Forcada et al. 2017). Jaafari
engineers’ advice on structural systems and geotechnical options. et al. (1994) found that rework costs have different implications in
The insufficient coordination between architects and engineers commercial buildings, infrastructure, and industrial projects.
could cause repetition and rework during subsequent stages Therefore, this study investigates the effect of BIM implementation
(Love et al. 2016). Rework caused by manufacturers and suppliers on the magnitude and impact of rework in three different types of
is mainly derived from the errors, changes, and omissions in ma- projects: building, industrial, and infrastructure.
terials, machines, fabrication, and transportation (Hwang and Yang
2014). In addition, poor construction techniques or management Effects of BIM on Rework
strategies of contractors and subcontractors also leads to rework
in the construction stage. For example, the inadequate planning A number of studies have used BIM to detect and avoid the causes
and coordination of works on site with other trades may lead to of rework, such as defects and design errors. Some researchers de-
rework (Love et al. 2016). veloped BIM-integrated technical solutions in construction with the
aim of reducing the causes of BIM and improving quality or sched-
ule management. For example, Lee et al. (2016) proposed a BIM-
Sources of Rework
integrated framework to share defect data between heterogeneous
Research efforts have been devoted to identifying the causal factors data sources. Kwon et al. (2014) integrated BIM, image-matching,
of rework. As previously mentioned, rework in construction proj- and augmented reality in a defect management system to automati-
ects can be categorized by stakeholders: client, designer, manufac- cally detect and omit defects on the construction site. However, the
turer, supplier, contractor, and subcontractor. By reviewing the developed systems previously mentioned were only tested in ex-
construction reworks that originated from each stakeholder, this pa- periments and not applied in practical projects. The effective of
per identified eight major categories of factors that contribute to BIM implementation on rework is still ambiguous. The developed
rework, as summarized in Table 1. framework can be used to reduce defect occurrence and the result-
Eight main categories of sources of rework have been identified ing rework. Other researchers investigated industrial practitioners’
from the literature, namely, owner/client change (OC), design error/ viewpoint on the benefits of BIM use in construction projects. Jin
omission (DE), design change (DC), contactor’s error/omission et al. (2017) conducted a survey to investigate Chinese BIM

Table 1. Sources of rework in construction projects

Forcada Hwang Hwang Love Love Love and Forcada
© ASCE
Arain and et al. et al. et al. Hwang and et al. et al. Edwards Palaneeswaran Ye et al. et al.
Rework cause Low (2006) (2017) (2009) (2014) Yang (2014) (2010) (2016) (2013) (2006) (2014) (2014)
Owner/client change (OC) X — X X — X — X X X X
OC1-Change in plans or scope X X X X — X — X X X X
OC2-Inadequate/incomprehensive project objectives X — — — — X — — — — —
OC3-Change in specification X X X X — X — — — X X
OC4-Impediment in prompting decision making X — — X — X — — — — —
OC5-Replacement of materials X — — X — — — — — — —
OC6-Client’s financial problems X — X X — X — X X X —
OC7-Changes in government regulations, laws, and policies — — — — — — — — — X —
Design error/omission (DE) — X X — X X X X X X X
DE1-Design inconsistencies — X — — — X — X X X —
DE2-Reliance on IT application output when subjected to tight design — X — — — X X — X X X
schedules and limited funds
DE3-Poor design coordination/communication/integration — — X — X — — X X X X
DE4-Poor contract administration and documentation — — — — X — — X X — X
DE5-Lack of effective communication between client and design team — X — — X — — X X — X
Design change (DC) — — X — X — — — X — —
DC1-Inadequacy of design details — — X — — — — — X — —
DC2-Misinterpretations of design — — — — — — — — X — —
DC3-Incompetent preparation of drawings — — — — X — — — X — —
Contactor’s error/omission (CE) — — — X — X X X X X X
CE1-Errors/omissions in contractor’s construction procedures — — — X — X X — — X —
CE2-Errors/omissions in methods, activities, or tasks — — — X — X — — X X X
CE3-Defective workmanship from lack of training/knowledge — — — — — X — X X — X
04018125-4
CE4-Poor display of drawings from traditional, onsite drawings — — — — — — X — X X —
CE5-Deficiencies in communication between consultants and — — X — — — — X X X X
contractors
CE6-Lack of sufficient resources and labor — — — — — — X X X X —
CE7-Misinterpretation from lack of knowledge — — — — — — X — X — X
Contractor’s change (CC) — X X X — — X X X X X

CC1-Change in construction methods, procedures, and materials — — X — — — — X — X —
CC2-Unsuitable weather and site conditions, higher degree of — X — — — — X X — X X
complexity
CC3-Improved constructability — — — X — — — X — — —
CC4-Improved construction quality — — — X — — — X — X —
CC5-Lack of adherence to quality control — — — — — — — — X — X
Vendor error/omission (VE) — — X — — — — X — X X
VE1-Conflict between vendor and project team members — — X — — — — X — X —
VE2-Stress (from work overload) — — — — — — — — — — X
Vendor change (VC) — — — — X — — — — — —
VC1-Change in vendor that supplies the goods for a project — — — — X — — — — — —
Transportation error (TE) — — — X — — X X — X X
TE1-Accidents, errors during transportation — — — X — — X — — — —
TE2-Insufficient check of the quality of goods transported to the site — — X — — — — X — X X
J. Constr. Eng. Manage.

professionals’ perceptions of the effect of BIM implementation and six practitioners who had more than 10 years of experience in con-
found that reducing design errors and resultant construction rework struction projects to validate the questionnaire. The finalized ques-
are regarded as the top benefits of using BIM. Bryde et al. (2013) tionnaire consisted of five sections. Prior to the main body, the
collected and analyzed data from case studies on the benefits of introduction provided the definition of rework and BIM, as well as
BIM implementation and found that such benefits (such as cost the objectives of this study. The first section was to profile the re-
control and time savings) are much more prevalent than the neg- spondents and their organizations. In the second section, respond-
ative effects (e.g., software-related issues). However, few studies ents were asked to provide the number of projects with and without
directly examined the effect of BIM use on rework in construction BIM implementation that the respondents had performed, as well as
projects and few provided empirical evidence of rework cost/time the number of projects that experienced rework among the reported
in projects with and without BIM implementation. projects. The third section was designed to collect the project in-
formation on the total rework cost as well as the percentage of cost
Strategies to Utilize BIM to Reduce Rework in incurred for each source of rework in projects with and without
Construction Projects BIM implementation. The fourth section was designed to collect
project information on the total project duration and the time taken
Previous studies mentioned the benefits of utilizing BIM throughout to conduct the rework, as well as the percentage of rework time for
the project lifecycle stages, including a reduction in change orders each source of rework in projects with and without BIM. The sur-
and design errors, and improved productivity (Eastman et al. 2011; vey questionnaire for the third and fourth sections is shown in the
Azhar 2011; Zhang et al. 2012). BIM enables visualization of con- Appendix. Data on total rework cost and the cost incurred for each
struction details, which assists construction planners in making cru- source of rework in each project are derived from two sources: first,
cial decisions and allows the identification of construction clashes the experience and knowledge of respondents on the rework in proj-
that may occur in the construction process (Chau et al. 2004). Love ects in which they participated; and, second, firms’ internal records
et al. (2011) showed that significant improvements to a project’s on actual project cost and progress schedule. These documents pro-
overall performance occur if BIM is utilized alongside other stra- vided by the participating firms would remain strictly confidential.
tegic and process innovations. Lu et al. (2018) found that BIM al- Nevertheless, generalizations of the findings would be available to all
lows design information to be efficiently communicated to site participating firms. Two sources of information were cross-compared
workers, which will reduce the construction errors on site. In addi- to ensure the validity of the collected data. Finally, the fifth section
tion, overreliance on the output of BIM should be avoided. For in- was used to assess the effectiveness of the identified strategies to
stance, the overreliance on software caused the collapse of Sleipner, reduce rework with BIM through a five-point Likert scale (1 = least
a Condeep offshore platform, and resulted in a total financial loss of effective, 3 = moderately effective, and 5 = extremely effective).
US$700 million. To prevent such errors, proper design checks, such The targeted respondents were relevant professionals working in
as design reviews, verifications, and audits should be conducted to Singapore’s construction industry. The sampling frame consisted of
enable BIM to be effectively utilized to reduce rework and errors construction companies registered under the BCA contractors
due to overreliance on software (Love et al. 2011). registry, as well as consultants, architects, quantity surveyors, and
In addition, a lack of practical guidelines is ranked as one of the developers in the directories of the Association of Consulting En-
key barriers to a successful BIM implementation (Merschbrock and gineers Singapore and the Real Estate Developers’ Association of
Munkvold 2015). Having such guidelines and rules in place can Singapore (REDAS). The survey required each participating com-
facilitate better coordination among project stakeholders to reduce
pany to complete the questionnaire by assigning a representative
inconsistencies that lead to rework. Because the implementation of
with sufficient knowledge and expertise. When the questionnaires
BIM will bring about a dramatic change in the construction indus-
were distributed, the valid number of companies registered in the
try, new processes must be developed to effectively use BIM
target group was 2,035. A random value between 0 and 1 was as-
(Whyte 2011; Dossick and Neff 2011). Furthermore, because
signed to each company using the RAND function [= RAND ()] in
BIM is unable to resolve human and organizational errors, imple-
Microsoft Excel. The first 10% was selected as the survey sample.
menting a rework tracking system along with BIM can be used for
A total of 204 questionnaires were sent from December 2016 to
identification and tracking to prevent the future occurrence of re-
March 2017, and 47 completed questionnaires from 47 different
work. Ideally, such tracking systems should provide information
companies were received, yielding a response rate of 23%. The par-
about associated participants, rework duration and its cause, and
ticipant firms represent different roles in construction projects: con-
the materials and equipment used for rework (Zhang et al. 2012).
tractor, developer, architect, consultant, and quantity surveyor.
Through the literature review, eight possible causes of rework
Table 2 summarizes the profile of the data collected from the ques-
have been identified to effectively utilize BIM to reduce rework:
tionnaire survey, in which 13 construction companies (27.7%), ten
use of BIM throughout the design and construction phases (S1),
architect companies (21.3%), ten consulting companies (21.3%),
design reviews, verifications, and audits to reduce system errors
nine quantity survey companies (9%), and five developers (10.6%)
(S2), improve BIM knowledge of designers through training (S3),
participated. Among the participating firms, 72% had more than
guidelines and rules for BIM-based work (S4), develop new work
four years of experience in projects with BIM implementation.
processes that allow for effective BIM usage (S5), rework tracking
Nearly 70% of respondents had a rich experience with using BIM,
system to prevent future occurrence of rework (S6), onsite BIM to
indicating that the respondents are qualified enough to address the
provide workers with more accurate construction drawings and
research questions of the study. Considering the respondents’ re-
information (S7), and a BIM manager to facilitate better BIM
quired knowledge of BIM-based projects when completing the
coordination (S8).
questionnaire, a consolidated response rate of 23% is acceptable.
In addition, the response rate is within the acceptable range for sur-
Methodology and Data Presentation vey practitioners (Alreck and Settle 2004). Forty-seven respondents
provided information on 329 projects that they participated in dur-
A comprehensive literature review was first conducted to establish ing the last five years. The 329 projects include not only construc-
a foundation for this study and to support the development of a tion projects in Singapore but also international projects delivered
survey questionnaire. Then, a pilot study was conducted with by respondent companies. Among these, 49.8% are projects with

Table 2. Profiles of companies, respondents, and projects test—an adaption of the t-test—was performed. The Wilcoxon
Category Characteristic Number Percentage signed-rank test was adopted to check the difference in the cost
and time magnitude for each type of rework between projects with
Company (N ¼ 47)
and without BIM implementation. This method is a non-parametric
Type Contractor 13 27.7
Architect 10 21.3
statistical hypothesis test used to compare two related or matched
Quantity surveyor 9 19.2 samples and to determine whether their population mean ranks differ
Professional consultant 10 21.3 (Rehm and Ade 2013). The Spearman’s rank-order correlation was
Developer 5 10.6 performed to examine the ranking agreement of rework sources be-
tween projects with and without BIM. This correlation is widely
Experience in projects <10 years 6 12.8
used to compute the correlation between the ranks of scores of
without BIM 10–20 years 3 6.4
21–30 years 16 34.0
two groups (Hwang et al. 2015). The coefficient lies between −1
>30 years 22 46.8 and 1, with the coefficient of 1 denoting a perfect positive correlation
and −1 denoting a perfect negative correlation. A level of signifi-
Experience in projects 1–2 years 13 27.7 cance of 0.05 was applied for this analysis.
with BIM 4–6 years 11 23.4 Finally, fuzzy set theory was applied to identify the key strategies
>6 years 23 48.9
for preventing rework in construction projects with BIM implemen-
Respondent (N ¼ 47) tation. The data collected from the questionnaire survey usually
Type Project manager 15 31.9 follow a non-normal distribution. The responses of respondents’ sub-
Design consultant 12 25.5 jective judgment of individual strategies are subjective and involve
Architect 10 21.3 fuzziness. In addition, different groups of respondents have different
Quantity surveyor 10 21.3 perceptions about the priorities of individual strategies; therefore,
Experience in projects <10 years 17 36.2 fuzzy set theory can be used to ascertain key factors in decision mak-
without BIM 10–20 years 21 44.7 ing and has been applied in construction and engineering areas
21–30 years 8 17.0 (e.g., Shen et al. 2011; Zhao et al. 2018). Based on fuzzy set theory,
>30 years 1 2.1 the degree of the membership of a factor determines the possibility of
Experience in projects <1 year 15 31.9 the factor belonging to a group. According to the definition of the
with BIM 1–3 years 20 42.6 union operator in fuzzy theory by Yager (1980), the symbol A~ rep-
>3 years 12 25.5 resents a fuzzy set. Because the survey data were collected from five
major groups of experts—contractors, architects, quantity surveyors,
Project (N ¼ 329)
professional consultants, and developers—A~ can be used to describe
Projects with Building 69 21.0
BIM (N ¼ 164) Industrial 64 19.5
the fuzzy set of key strategies for preventing rework. A~ C represents
Infrastructure 31 9.4 the fuzzy set of key strategies from contractors’ judgments, and A~ A ,
<15 million 27 8.2 A~ Q , A~ P , and A~ D represents the fuzzy set of key strategies from the
15–50 million 43 13.1 perspective of architects, quantity surveyors, professional consul-
50–100 million 52 15.8 tants, and developers. A~ can be represented as
>100 million 42 12.8
A~ ¼ A~ C ∪ A~ A ∪ A~ Q ∪ A~ P ∪ A~ D
Projects without Building 75 22.8
BIM (N ¼ 165) Industrial 59 17.9 ¼ μA~ C ðxi Þ=xi þ μA~ A ðxi Þ=xi þ μA~ Q ðxi Þ=xi
Infrastructure 31 9.4
<15 million 21 6.4 þ μA~ P ðxi Þ=xi þ μA~ D ðxi Þ=xi ð1Þ
15–50 million 41 12.5
50–100 million 55 16.7 where xi = key strategies to reduce rework and μA~ ðxi Þ = degree of
>100 million 48 14.6 membership of xi in the fuzzy set A. ~ “+” means “and” in the fuzzy
set. μA~ C ðxi Þ, μA~ A ðxi Þ, μA~ Q ðxi Þ, μA~ P ðxi Þ, and μA~ D ðxi Þ refer to the de-
gree of membership of the four expert groups in fuzzy set A. ~ The
BIM implementation, 50.2% are projects without BIM implemen- effectiveness of each strategy is scored between one and f, with a
tation, 42.1% of projects with BIM implementation were building score of three as a neutral level that is used for differentiating effec-
projects, 39.0% were industrial projects, and 18.9% were infra- tive and ineffective. The standardized deviation (SD ) needs to be con-
structure projects. The rework information on 329 projects pro- sidered when determining whether a strategy belongs to the key
vided by participated firms covered three project types and four strategy set. A larger value of SD indicates a less significant con-
project sizes. The number of projects in each category was more cerned strategy. Therefore, a parameter Z is introduced to indicate
than 20; therefore, the collected data can ensure response quality. whether a factor should be considered effective
Statistical Package for the Social Science (SPSS) version 25
was used to test the associations between project types, sources Z ¼ ðMean − 3Þ=SD ð2Þ
of rework, and the cost and time of rework through the Pearson’s
Chi-squared test. The Chi-squared test was conducted to check The membership of xi in a certain category AY can be de-
whether the occurrence of rework was associated with BIM use. The scribed as
Z ∞
Chi-square test is a common approach to determining whether a sig-
nificant difference exists between the expected and the observed mA~ Y ðxi Þ ¼ μA~ Y ðxi Þ ¼ fðSxi Þdx ¼ 1 − Pf ¼ PðX ≤ ZÞ ð3Þ
3
frequencies in one or more categories (Uher and Brand 2008).
The normality of the sample was tested using the Shapiro-Wilkinson where Y ∈ ðC; A; Q; P; DÞ and Pf refers to the possibility that a
test. For non-normal distributions, a Mann-Whitney nonparametric factor does not belong to the group. Thus, the final integrated score
test was performed. Homogeneity of variance was tested using Lev- of the degree of membership for a strategy can be obtained using
ene’s test. For groups with different variances, a Welch-Satterthwaite the following equation:

mA~ C ∪A~ A ∪A~ Q ∪A~ D ðxi Þ ¼ minf1; ðmA~ C ðxi Þn þ mA~ A ðxi Þn þ mA~ Q ðxi Þn þ þmA~ P ðxi Þn þ mA~ D ðxi Þn Þ1=n g ð4Þ
where the union operator n = number of strategies; n ¼ 8 in this projects; (2) the advantages of BIM implementation in rework con-
study. To determine whether a strategy is included in the set of key trol; (3) major challenges faced by companies in using BIM; and
strategies, a benchmark value λ should be adopted. The strategy xi (4) feasible strategies to reduce rework in projects with BIM
is considered effective if the mðxi Þ is larger than the preset λ value. implementation.
The optimal value of λ ¼ 1. Previous studies, such as Shen et al.
(2011) and Tervonen et al. (2009), suggested that λ values between
0.65 and 0.85 were considered effective for an analysis. In this Data Analysis and Discussions
study, a relatively high cut value of 0.8 is used.
To obtain an in-depth understanding of the impact of BIM im- From the literature review of the impacts of rework on project per-
plementation on each category of rework, face-to-face interviews formance, it is found that cost and time overruns are two major
with six industry experts (three design consultants, two contractors, consequences of rework (Hwang et al. 2009, 2014). Many existing
and one developer) were conducted after collection and analysis of metrics have been used to quantify the status quo of rework in con-
the survey data. The interviewees were selected among the ones struction projects, including Total Field Rework Factor (CII 2001),
who had participated in the survey and had more than 10 years Construction Field Rework Index (Fayek et al. 2003), and Total
of experience as developers, designers, and contractors. The inter- Direct Rework Cost (Hwang et al. 2009). Adapted from these es-
viewees were asked to explain how BIM use affects the rework of tablished metrics, this study proposed four indicators to describe
projects in which they were engaged. The details of the interview- the extent to which a company’s projects experience rework,
ees are shown in Table 3. Nearly all respondents have over 10 years namely, the Magnitude of Rework Cost (MRC), the Magnitude
of practical experience in construction projects and over three years of Rework Time (MRT), Rework Impact on Construction Cost
of experience in BIM use. In detail, the following topics were dis- Performance (RICCP), and Rework Impact on Construction Time
cussed: (1) the major sources of rework in different types of Performance (RICTP). The equations are detailed as follows:
MRC ¼ Total direct cost of rework for projects in a group=Total no: of projects in a group ð5Þ
MRT ¼ Total rework duration for projects in a group=Total no: of projects in the group ð6Þ
RICCP ¼ Total direct rework cost=Total construction cost ð7Þ
RICSP ¼ Total duration of rework=Duration of construction phase ð8Þ
Rework cost includes the costs of labor, materials, and equip- Table 4 profiles the 204 projects with rework information that
ment. RICCP is a key performance indicator that shows the ratio of are involved in the survey, among which 41.6% were projects with
the total direct cost of rework to the total actual construction phase BIM implementation, 58.3% were projects without BIM imple-
cost. RICCP can be used within each source of rework to identify mentation, 39.2% were building projects, 38.2% were industrial
the major rework sources on cost performance. MRC is used to projects, and 38.7% were infrastructure projects. It is shown that
quantify the magnitude of rework for all projects in a specific projects with BIM implementation have a lower rework rate
group. By obtaining the direct rework cost of each type of project than projects without BIM implementation. For example, the rate
and each source of rework, the MRC by project types and sources of rework in building projects with BIM implementation (46.4%) is
can be measured. Similarly, RICTP and MRT are used to quantify lower than that in building projects without BIM implementation.
the impact of rework on project duration and the magnitude of re- As shown in Table 4, for 144 investigated building projects, the
work time in a group. occurrence of rework in projects without BIM is much lower than
that of projects with BIM. Sixty-four percent of building projects
without BIM experienced rework, whereas only 46% of building
Table 3. Profile of interviewees projects with BIM experienced rework. Similarly, for 123 industrial
Experience in Experience in projects, the occurrence of rework in projects with BIM (54.7%) is
project without project with significantly lower than that of projects without BIM (72.9%). The
Nature of work Role BIM (year) BIM (year) occurrence of rework in infrastructure projects with BIM (58.1%) is
Developer (1) Executive director 18 3 significantly lower than that of infrastructure projects without
Contractor (2) Project manager 22 5 BIM (90.3%).
Senior engineering 10 4 The results of the Chi-square test validate the difference in re-
Architect (1) Manager 24 5 work occurrence between projects with and without BIM in build-
Consultant (2) Managing director 13 6 ing, industrial, and infrastructure projects. The results also indicate
Project director 11 4
that the impact of BIM on rework is varied in projects of different

Table 4. Rework status: project with BIM versus project without BIM
Project with BIM Project without BIM
Number of project Number of Number of project Number of
Project profile experienced rework project Percentage experienced rework project Percentage p-value
All 85 164 51.8 119 165 72.1 0.001
Type
Building 32 69 46.4 48 75 64.0 0.033
Industrial 35 64 54.7 43 59 72.9 0.036
Infrastructure 18 31 58.1 28 31 90.3 0.003
Size (million)
<15 16 27 59.3 14 21 66.7 0.084
15–50 22 43 51.2 30 41 73.2 0.037
50–100 27 52 51.9 40 55 72.7 0.026
>100 20 42 47.6 35 48 72.9 0.014
Note: Bold values suggests the significance at the 0.05 level (two-tailed) for the Chi-square test.
sizes. Among 329 investigated projects, 14.6% of projects were less which shows that the mean score of the rework cost in projects
than 15 million, 27.3% were more than 100 million, 25.5% ranged without BIM was significantly higher than that in projects with
from 15 to 50 million, and 32.5% ranged from 50 to 100 million. BIM implementation at the 99% confidence level. The p-value be-
For projects more than 100 million in size, the occurrence of rework tween BIM use and total time overrun is 0.000, which reveals a
in projects with BIM (47.6%) is significantly lower than that in significant discrepancy between the time overrun of projects with
projects without BIM (72.9%). For projects with size ranging from and without BIM. The results imply that projects with BIM imple-
15 to 50 million, the occurrence of rework in projects with BIM ment enjoy an overall relatively lower cost and time.
(51.2%) is also lower than that in projects without BIM (73.2%).
Comparatively, for projects smaller than 15 million, no significant
difference existed in rework in projects with (59.3%) and without Effect of BIM on the Magnitude of Rework: Project
BIM (66.7%). The difference in rework occurrence between projects Level
with and without BIM is insignificant in projects with a cost less Table 6 describes the results of the magnitude of rework cost and
than 15 million, at a p-value of 0.084. time by project type in projects with and without BIM and presents
Table 5 summarizes the status of cost and time overruns in the the evaluation results of the Chi-square test. Out of the 204 projects
projects involved in the survey. Data obtained from 329 projects with rework, the overall magnitude of the rework cost in projects
cover different types of projects of various sizes. According to with BIM implementation is less than that in projects without BIM.
the direct rework cost and time provided by respondents, the proj- The results may be explained by the fact that BIM technology
ects in the survey had total rework costs of SGD 0.075–15 million integrates all information provided by specialists into one holistic
and rework time of 1–22 weeks. In surveyed projects without BIM, model. BIM provides coordinated design and opens communica-
58% experienced cost overruns and 61.9% experienced time over- tion channels to all involved parties in a project. Common issues
runs; 88.2% of projects with a rework involved experienced cost such as piping conflicts with structural elements and ductwork in-
overruns and 95.1% suffered from time overruns. In projects with tersecting other components can be detected and corrected before
BIM implementation, 55.4% experienced cost overruns and 96.5% the actual construction process, which significantly improves the
experienced time overruns; 90% of the projects with rework expe- efficiency and effectiveness of delivery processes and reduces
rienced cost overruns and 96.5% suffered time overruns. The Chi- the chances of rework (Love et al. 2011). The overall mean differ-
squared test was conducted to examine whether any relationship ence in mean MRC between BIM and Non-BIM project is 1.621,
exists between construction projects’ rework and BIM use. The re- showing that an average reduction of 1.621 million in direct rework
sulting p-value between BIM use and total cost overrun is 0.000, cost occurs in each project when BIM is used. This result is further
Table 5. Cost and time overrun status in projects with rework: project with BIM versus project without BIM
Project with BIM Project without BIM
Number of Number of
Rework project experienced Number of project experienced Number of
Project type status rework project Percentage rework project Percentage p-value
All Cost overrun 73 164 44.5 109 165 66.1 0.000
Time overrun 83 — 50.6 115 — 69.7 0.000
Building Cost overrun 27 69 39.1 42 75 56.0 0.042
Time overrun 32 — 46.4 48 — 64.0 0.033
Industrial Cost overrun 28 64 43.8 39 59 66.1 0.012
Time overrun 35 — 54.7 43 — 72.9 0.036
Infrastructure Cost overrun 18 31 58.1 28 31 90.3 0.004
Time overrun 16 — 51.6 24 — 77.4 0.033
Note: Bold values suggests the significance at the 0.05 level (two-tailed) for the Chi-square test.

Table 6. Rework cost and time magnitude by project type: project with BIM versus project without BIM
MRC MRT
Number of Project Project Mean Project Project Mean
Project type projects with BIM without BIM difference p-value with BIM without BIM difference p-value
Building 80 1.902 3.679 −1.777 0.031 4.223 6.605 −2.382 0.021
Industrial 78 3.211 3.920 −0.709 0.591 3.452 5.334 −1.881 0.035
Infrastructure 46 2.512 4.841 −2.329 0.087 3.138 4.955 −1.818 0.156
Overall 204 2.523 4.161 −1.621 0.010 3.604 5.631 −2.027 0.001
Note: Bold values suggests the significance at the 0.05 level (two-tailed) for the paired-sample t-test. MRC = magnitude of rework cost; and MRT = magnitude
of rework time.
supported by the p-value of 0.010, which indicates that BIM has led and rework impact on construction cost performance is significant.
to a reduction in the MRC of the construction project. The differ- The mean RICCP of each project type is obtained by averaging the
ence in the MRC between BIM and non-BIM projects for each type total direct rework cost for each project type. The association be-
of project is also assessed. As shown in Table 5, the mean differ- tween BIM adoption and the impact of rework on construction cost
ences indicate that when BIM is used, the largest reduction in re- in projects with BIM implementation is less than that in their coun-
work cost magnitude (2.329 million) is in infrastructure projects, terparts. The p-values of 0.038 and 0.032 for building and industrial
followed by building projects (1.777 million) and industrial proj- projects indicate that BIM affected the rework impact on construc-
ects (0.709 million). The results suggest that BIM is most effective tion cost. The association between BIM and the rework impact on
in reducing the magnitude of the average rework cost for infrastruc- construction cost is insignificant with a p-value of 0.053.
ture projects and is least effective for industrial projects. An overall mean difference (0.048) and p-value (0.00) show the
The results of the paired sample t-test show the significant as- significant impact of BIM use on the reduction of a rework’s impact
sociation between BIM use and the reduction in MRC in building on project duration. The percentage of total direct rework in the
projects (p-value of 0.031). p-values for industrial and infrastruc- actual construction duration of projects with BIM implementation
ture projects provide no statistical evidence of the relationship be- is 4.8% lower than that of projects without BIM. The p-values for
tween projects’ BIM use and MRC, despite the considerable mean building and industrial projects indicate that BIM has a significant
differences in MRC for infrastructure projects. The statistical insig- impact on the rework time for building and industrial projects. The
nificance may be attributed to two facts. First, a relatively smaller p-value for infrastructure projects is a bit higher than 0.05, sug-
sample size of infrastructure projects with BIM implementation ex- gesting an insignificant association between BIM and the impact of
ists. According to the feedback from survey respondents, “The BIM rework on construction duration. Infrastructure projects normally
use in infrastructure projects is commonly behind the adoption in pose a challenge to the BIM pilot and implementation, especially
building projects.” For the designers of infrastructure projects, the when thousands of model elements and their parametric informa-
benefits from BIM are much less than from the construction stage. tion need to be structured without the possibility of automatically
Given the lack of modeling skills, the quality of the design data by filtering them for selection (Dave et al. 2013). Designers are more
designers often does not meet the standards of seamless integration likely to make design errors or omissions as the complexity of a
in BIM, which leads to a decrease in designers’ motivation to im- project increases, whereas design errors cannot be completely de-
plement BIM. Second, larger size projects are usually characterized tected and avoided by the BIM software. This issue could be further
by higher levels of rework. According to Hwang and Yang (2014), compounded if a skill shortage exists among project team mem-
projects with costs more than 100 million have a greater chance for bers. Therefore, an insignificant difference in the impact of rework
rework because projects of larger size possess a higher complexity on construction time between projects with and without BIM exists.
of tasks, more hidden workload, and increased organizational com-
plexity. Rework that occurs in large infrastructure projects increases
the complexity of resource inputs and workload (Lu et al. 2015) Effect of BIM on Rework: Sources of Rework
and may lead to a relatively smaller difference in MRC between Through the literature review, eight major sources of rework were
BIM and non-BIM projects. identified and included in the survey. The respondents were asked
The paired sample t-test was also conducted to examine the as- to provide project information on the contribution of each source
sociation between BIM use and the average magnitude of rework of rework to the total cost and time taken to accomplish rework.
time. The p-value of 0.001 shows that BIM has an impact on the According to the magnitude of the rework cost by each source
reduction of average rework time. Projects with BIM implementa- of rework (Table 8), the top five significant sources of rework
tion experienced an average reduction of 2.207 weeks of rework in construction projects with BIM implementation are “owner/cli-
time. The p-value for building (0.021) and industrial (0.035) proj- ent change,” “vendor error/omission,” “design change,” “vendor
ects shows that BIM has an impact on reducing rework time in change owner/client change,” and “design error/omission.” One
building and industrial projects. The results are consistent with sample t-test (0.05 as a critical value) was further used to prove
the results of the MRC analysis. the significance of these rework sources because their mean scores
were statistically greater than or equal to the test value at the 95%
confidence level. Comparatively, the top five significant rework
Effect of BIM on the Impact of Rework on Construction
sources in non-BIM conventional projects are design error/
Cost and Time: Project Level
omission, owner/client change, vendor error/omission, design
A paired sample t-test was conducted to compare the impact of re- change, and vendor change, which are the same as those of projects
work on project cost and time in projects with and without BIM, as with BIM implementation despite the differences in rankings.
shown in Table 7. A Chi-square test between RICCP and BIM Moreover, the Spearman rank correlation coefficient for the proj-
adoption indicates that the association between BIM adoption ects with and without BIM is 0.762 (p-value ¼ 0.000), suggesting

Table 7. Rework cost and time impact by project type: project with BIM versus project without BIM
RICCP RICTP
Number of Project Project Mean Project Project Mean
Project type projects with BIM without BIM difference p-value with BIM without BIM difference p-value
Building 80 0.059 0.115 −0.056 0.038 0.053 0.101 −0.048 0.005
Industrial 78 0.048 0.091 −0.043 0.032 0.053 0.090 −0.037 0.024
Infrastructure 46 0.059 0.122 −0.063 0.053 0.055 0.115 −0.060 0.052
Overall 204 0.553 1.093 −0.054 0.000 0.053 0.102 −0.048 0.000
Note: Bold values suggests the significance at the 0.05 level (two-tailed) for the paired-sample t-test. RICCP = rework impact on construction cost
performance; and RICTP = rework impact on construction time performance.
Table 8. Rework cost and time magnitude by rework source: project with BIM versus project without BIM
MRC MRT
Project Project Project Project
with BIM without BIM with BIM without BIM
Mean Mean
Rework source Mean p-value Rank Mean P-value Rank difference p-value Mean p-value Rank Mean p-value Rank Difference p-value
Owner/client change (OC) 0.293 0.000a 1 0.734 0.000a 2 0.441 0.003b 0.429 0.000a 2 0.885 0.000a 2 0.042 0.001b
Design error/ 0.237 0.000a 5 0.840 0.000a 1 0.603 0.017b 0.366 0.000a 5 1.031 0.000a 1 0.116 0.001b
omission (DE)
Design change (DC) 0.268 0.000a 3 0.607 0.000a 4 0.339 0.003b 0.406 0.000a 4 0.783 0.000a 3 0.058 0.008b
Contactor’s error/ 0.194 0.102 7 0.154 0.024a 7 −0.040 0.390 0.246 0.001a 7 0.239 0.072 7 −0.013 0.912
omission (CE)
Contractor’s change (CC) 0.234 0.037a 6 0.176 0.013a 6 −0.058 0.309 0.273 0.000a 6 0.200 0.040a 8 −0.006 0.298
Vendor error/ 0.277 0.000a 2 0.636 0.000a 3 0.359 0.018b 0.459 0.000a 1 0.667 0.000a 4 0.008 0.047b
omission (VE)
Vendor change (VC) 0.256 0.000a 4 0.469 0.000a 5 0.213 0.034b 0.420 0.000a 3 0.653 0.000a 5 0.233 0.106
Transportation error (TE) 0.167 0.532 8 0.095 0.311 8 −0.072 0.140 0.193 0.039a 8 0.255 0.007a 6 0.062 0.437
Spearman rank correlation 0.762 — — — — — — 0.000c 0.878 — — — — — — 0.000c
coefficient
Note: Bold values suggests the significance of p-value at the 0.05 level (two-tailed).
a
Significant at the 0.05 level (two-tailed) for the one sample t-test.
b
Significant at the 0.05 level (two-tailed) for the paired-sample t-test.
c
Significant at the 0.01 level (two-tailed) for the Spearman rank correlation.
that the rankings of rework sources in the evaluation of MRT are et al. (2013) reported that BIM could result in two-thirds of opera-
highly associated at the 99% confidence level. tional energy savings for clients or end users, which is up to
“Design error/omission” is regarded as the rework source that $15.8 billion per year in Australia. In conventional projects, owners
occurred most frequently in projects without BIM. This source re- might have no unclear opinions on the structure and appearance of
ceives the highest value in the mean difference of the MRC evalu- a project before its commissioning. Owners might propose as many
ation and a p-value of 0.017; therefore, this rework source has the changes in subsequent stages as they can to achieve their goal,
largest difference of occurrence between projects with and without which would inevitably lead to more reworks. Using BIM software,
BIM. BIM uses parametric three-dimensional (3D) geometry tech- owners can visually compare different design options and
nologies and processes to enable project stakeholders to commu- make selections based on appearance and cost (Azhar 2011). Thus,
nicate more effectively with regard to spatial, logistical, material, the use of BIM could reduce the rework arising from owners’ mis-
and performance specifications and requirements to design and understandings and changes.
construct a facility. The use of BIM makes visible connections be- “Vendor error/omission” and “design change” are ranked third
tween designers and architects and helps improve engineers’ under-
and fourth in reducing MRT. With the assistant of BIM, digital in-
standing of critical design issues. Hence, the rework caused by
formation on components and materials can be sent directly to the
design errors/omissions could be significantly reduced by the ef-
supply chain for fabrication without a supplier-provided design.
fective implementation of BIM.
“Owner/client change” is ranked as the second factor that was Suppliers can also benefit from more accurate costs and additional
significantly affected by BIM. “Owner/client change” obtained specifications (Grilo and Jardim-Goncalves 2011). In projects with-
p-values of 0.003 and 0.001, indicating a significant difference out BIM, industrial timeline expectations and pressure from clients
in the mean score between projects with and without BIM. Owners may lead to design-related errors. Errors made by architects and
and managers are driving their move to BIM. On the one hand, engineers in the early planning and design stages of a project can
owners recognize that implementing BIM on projects can generate only be detected during the subsequent construction stage, which
significant savings in total construction costs and operating costs could lead to structural, geotechnical, or mechanical failures and,
during the lifecycle of the building. On the other hand, BIM pro- consequently, reworks. By using BIM, issues such as misinterpre-
vides a shared knowledge resource for information on the facility tations and incomplete design-related documents could be effec-
for clients or owners to use throughout the project’s lifecycle. Eadie tively reduced (Love et al. 2011).

Table 9. Rework cost and time impact by rework source: project with BIM versus project without BIM
RICCP RICTP
Project Project Project Project
with BIM without BIM with BIM without BIM
Mean Mean
Rework source Mean p-value Rank Mean p-value Rank difference p-value Mean p-value Rank Mean p-value Rank Difference p-value
Owner/client change (OC) 0.113 0.000a 3 0.161 0.000a 2 0.048 0.000b 0.117 0.000a 2 0.159 0.000a 2 0.042 0.000b
Design error/ 0.100 0.000a 5 0.195 0.000a 1 0.095 0.000b 0.096 0.000a 5 0.212 0.000a 1 0.116 0.000b
omission (DE)
Design change (DC) 0.106 0.000a 4 0.156 0.000a 3 0.050 0.000b 0.101 0.000a 4 0.158 0.000a 3 0.058 0.000b
Contactor’s error/ 0.597 0.134 7 0.045 0.044a 6 −0.014 0.246 0.057 0.001a 7 0.044 0.048a 7 −0.013 0.069
omission (CE)
Contractor’s change (CC) 0.066 0.082 6 0.038 0.052 8 −0.028 0.286 0.054 0.000a 8 0.048 0.032a 6 −0.006 0.445
Vendor error/ 0.120 0.000a 1 0.137 0.000a 4 0.017 0.001b 0.126 0.000a 1 0.134 0.000a 4 0.008 0.001b
omission (VE)
Vendor change (VC) 0.115 0.000a 2 0.126 0.000a 5 0.012 0.002b 0.115 0.000a 3 0.128 0.000a 5 0.013 0.002b
Transportation error (TE) 0.058 0.452 8 0.042 0.316 7 −0.017 0.518 0.058 0.048a 6 0.036 0.009a 8 −0.022 0.588
Spearman rank correlation 0.500 — — — — — — 0.000c 0.547 — — — — — — 0.000c
coefficient
Note: Bold values suggests the significance of p-value at the 0.05 level (two-tailed).
a
Significant at the 0.05 level (two-tailed) for the one sample t-test.
b
Significant at the 0.05 level (two-tailed) for the paired-sample t-test.
c
Significant at the 0.01 level (two-tailed) for the Spearman rank correlation.
The impact of rework on the cost and time performance in proj- studies have mentioned the benefits of utilizing BIM throughout
ects with and without BIM is also evaluated to reflect the major the project lifecycle stages, including a reduction in change orders,
rework sources affected by BIM, as shown in Table 9. Based on design errors, and improved productivity (Eastman et al. 2011; Azhar
a sample t-test, “owner/client change,” “vendor error/emission,” 2011; Zhang et al. 2012). However, BIM e-submission is mandatory
“design error/omission,” “design change,” and “vendor change” only for submissions for regulatory approval in the Singapore con-
are ranked as top five sources contributing to rework and time delays struction industry. Therefore, BIM use should be extended to the
in the surveyed projects with BIM implementation. “Design error/ construction stage to reduce the rework arising from changes or
omission,” “owner/client change,” “design change,” “vendor error/ omissions in the design and construction stages.
omission,” and “vendor change” are ranked as the top five sources “Design reviews, verifications, and audits to reduce system
of rework in projects without BIM. The results of the paired sample errors” is regarded as the strategy with the second priority (with
t-test show that a significant association exists between BIM use a mean value of 4.432). The implementation of BIM may make
and reworks arising from “design error/omission,” “owner/client designers more complacent with the output generated, which could
change,” “design change,” “vendor change,” and “vendor error/ lead to design failures and consequent errors (Love et al. 2011).
omission.” The results showed that the BIM implementation in con- Therefore, manual checks with design reviews, verifications, and
struction projects helps reduce the occurrence of rework originating audits should be conducted before developing BIM in construction
from the previously described five sources. The results are generally projects. Manually conducting checks can reduce the erroneous in-
in line with the evaluation results based on the magnitude of the formation processed by BIM and the overall design errors.
rework, which validates the concept that the BIM implementation “Rework tracking system” is ranked the third most effective
has a significant impact on reducing the rework originating from the strategy, with a mean value of 4.364. Although the implementation
four major sources: “owner/client change,” “design error/omission,” of information technologies such as BIM can reduce errors to some
“design change,” and “vendor error/omission.” extent, the effect of BIM implementation on rework arising from a
contractor’s errors/omissions, changes, and transport errors is insig-
Key Strategies to Utilize BIM to Reduce Rework in nificant. BIM could not completely eliminate such errors. Hence,
Construction Projects having a rework tracking system in place will allow the project
stakeholders to track the areas that might lead to the occurrence
The results of one-sample t-test with eight possible strategies to of rework. Project members will then be able to plan in advance
reduce rework are summarized in Table 10. The Cronbach’s alpha and prevent the occurrence of rework.
is used to test the reliability of all of the factors. The Cronbach’s “New processes for BIM” is ranked the fourth most effective
alpha coefficient for the eight strategies is 0.876; thus, the identified strategy, with a mean value of 4.091. The correct combination
strategies are considered to be reliable. of people, process, and technology has to be equipped to fully ex-
The seven strategies S1–S7 were found to be effective in prevent- ploit the potential of BIM. The codes, governance structure, and
ing rework in projects with BIM implementation. The integrated processes of design and delivering projects with BIM need to be
membership of “BIM manager to facilitate better BIM coordination” changed correspondingly. A cross-disciplinary mechanism for in-
(S8) is smaller than 0.8 and was excluded from the set of key strat- formation exchange and control is recommended by Merschbrock
egies. The top four strategies to utilize BIM to reduce rework are and Munkvold (2015).
“use of BIM throughout design and construction phase” (S1), “de-
sign reviews, verifications, and audit to reduce system errors” (S2),
“rework tracking system to prevent future occurrences of rework” Conclusions and Recommendations
(S6), and “develop new work processes that allow for effective
BIM usage” (S5). “Use of BIM throughout the design and construc- In the Singapore construction industry, BIM has been gaining pop-
tion phase” was ranked as the most effective strategy. Previous ularity to enhance the coordination of project stakeholders, improve

Rank
project performance, and reduce the rework of construction proj-
1
2
7
6
4
3
5
8
ects. The objectives of this study were to assess the impact of BIM
on the rework of construction projects by (1) examining the rework
4.500b
4.432b
4.364b
4.091b
4.068b
4.023b
3.977b
3.909b
Mean
status in projects with and without BIM; (2) measuring the rework
Integrated magnitude and impact by project type and by rework source; and
(3) developing practical strategies that can help prevent rework in
0.989a
0.985a
0.803a
0.831a
0.970a
0.983a
0.969a
mðxi Þ
0.752
projects with BIM implementation. A survey was conducted with
construction companies with the aim of capturing the rework im-
pact and magnitude in terms of cost and time and the percentage of
mAD ðxi Þ
rework for each source of rework. A total of 47 companies with

0.931
0.844
0.693
0.586
0.869
0.772
0.808
0.652
Developer
rework information on 204 construction projects participated in

(n ¼ 5)
the survey.
ZD ðxi Þ
The effect of BIM implementation on rework in three different

1.484
1.010
0.503
0.216
1.123
0.745
0.869
0.391
types of projects was first analyzed. The results showed that BIM
implementation could help reduce the impact of rework in con-
mAP ðxi Þ
struction projects. Within building and industrial projects with

0.985
0.915
0.745
0.810
0.959
0.770
0.916
0.648
Professional
BIM implementation, the impact of rework on both project cost

consultant
(n ¼ 10)
and time was much lower than that of projects without BIM. This
result implies that BIM had a significant impact on rework cost
ZP ðxi Þ
0.717
1.371
0.659
0.879
1.736
0.738
1.376
0.381
reduction in both building and industrial projects, as well as rework

time reduction in building projects.
This study also unveiled the eight major sources of rework,
mAQ ðxi Þ
0.977
0.907
0.618
0.777
0.894
0.841
0.959
0.571
namely, “design error/omission,” “owner/client change,” “design

Quantity
surveyor
(n ¼ 9)
change,” “contactor’s error/omission,” “contractor’s change,” “ven-

dor error/omission,” “vendor change,” and “transportation error.”
ZQ ðxi Þ
1.987
1.322
0.300
0.763
1.247
0.998
1.740
0.178
This study proved that BIM is effective in reducing the direct cost
and time of reworks arising from “design error/omission,” “owner/
client change,” “design change,” and “vendor error/omission.” For
mAA ðxi Þ
0.769
0.928
0.697
0.708
0.828
0.982
0.822
0.683
reworks arising from “design error/omission,” “owner/client

Architect
(n ¼ 10)
change,” “design change,” “vendor error/omission,” and “vendor

Value of mðxi Þ is higher than the λ-cut value (0.8), indicating the significance of the influencing factor.
change.” The study also found that BIM is effective in reducing

ZA ðxi Þ
0.737
1.464
0.516
0.548
0.945
2.103
0.923
0.475
the impact of rework on total project cost and duration. Finally,

seven strategies were proposed for industrial practitioners to effec-
tively use BIM to reduce rework. The top four strategies were “use
mAC ðxi Þ
0.779
0.971
0.798
0.799
0.903
0.760
0.841
0.750
of BIM throughout design and construction phase,” “design re-

Contractor
(n ¼ 13)
views, verifications, and audit to reduce system errors,” “rework

tracking system,” and “develop new work processes that allow
ZC ðxi Þ
0.768
1.902
0.833
0.839
1.296
0.705
0.999
0.673
for effective BIM usage.”

Despite the achievement of the objectives, this study has some
Table 10. Effectiveness of strategies to reduce rework in projects with BIM
limitations. First, the sampling frame in this study might not in-
Design reviews, verifications, and audits to reduce system errors
Develop new work processes that allow for effective BIM usage
Onsite BIM to provide workers with more accurate construction

Rework tracking system to prevent future occurrence of rework
clude all construction project players in Singapore. Second, eight

One sample t-test result is significant at the 0.05 level (two-tailed).
rework source categories were examined in this study, which might

not be exhaustive. Second, the data on rework cost and time were
Improve BIM knowledge of designers through training
Use of BIM throughout design and construction phase
mostly provided by survey respondents based on their experiences

BIM manager to facilitate better BIM coordination
and internal project documents, if any; therefore, it is desirable to

cross-validate these data with other sources. Third, the findings
from this study could well be interpreted in the context of Singa-
Guidelines and rules for BIM-based work
pore but might vary in other countries. Nonetheless, the findings

derived would still be valuable because this study used first-hand
Strategy
empirical data to provide the status of rework in projects with BIM

implementation and assessed the impact of BIM implementation
on the reduction of rework cost and time in construction projects.
drawings and information
The identified main sources of rework can be used for construction

companies to undertake risk prediction and assessments and to plan
actions for rework reduction before the start of a project’s construc-
tion. The practical strategies developed in the study allow industrial
practitioners to effectively utilize BIM to reduce rework and further
improve the overall productivity of the construction industry.
Further research is recommended to establish a performance
evaluation model to test the effectiveness of the developed strate-
gies in reducing rework. Examining the interactions among the
Code
S1
S2
S3
S4
S5
S6
S7
S8
sources of rework is also recommended.

b
a

Appendix. Questionnaire Survey
Section I: Rework Cost Magnitude in Projects with and without BIM Implementation
This section serves to collect data on the rework magnitude in the sense of rework cost for both BIM and non-BIM projects, along with
information on the contribution of each source of rework cost to the entire magnitude of rework cost. Three different types of projects are
covered, namely, building, industrial, and infrastructure projects. The following example provides the details of the calculation methods.
Example:
Type of Project: Building (without BIM)
Number of Project: Two (more than $100 M category)
Total rework (cost): $10 M (Project 1) + $15 M (Project 2) = $25 M
Rework cost magnitude by source:
Owner Change: $2.5 M (Project 1) + $3.75 M (Project 2) = $6.25 M (6.25/25 = 25%); Design error/omission: $1 M (Project 1) + $1.5 M
(Project 2) = $2.5 M (10%); Design change: 3 M (Project 1) + $ 2 M (Project 2) = $5 M (5/25 = 20%); Constructor error/omission: 2 M
(Project 1) + $ 3 M (Project 2) = $5 M (5/25 = 20%); Constructor change: $0.8 M (Project 1) + $4.2 M (Project 2) = $5 M (5/25 = 20%);
Transport Error: $0.7 M (Project 1) + $0.55 M (Project 2) = $1.25 M (1.25/25 = 5%).
Total
rework Design Vendor Constructor
Project No. of cost Owner error/ Design error/ Vendor error/ Constructor Transport
Project Type Size ($) Project ($ M) change omission change omission change omission change Error
Building <15 M
(without BIM) 15–50 M
51–100 M
>100 M 2 25 25% 10% 20% 0% 0% 20% 20% 5%
Building (with BIM) <15 M
15–50 M
51–100 M
>100 M
Total
Project Size No. of cost Owner error/ Design error/ Vendor error/ Constructor Transport
Project Type (SGD M) Project ($ M) change omission change omission change omission change error
Industrial <15 M
51–100 M
>100 M
Industrial (with BIM) <15 M
15–50 M
51–100 M
>100 M
Total
Project No. of cost Owner error/ Design error/ Vendor error/ Constructor Transport
Project Type Size ($) Project ($ M) change omission change omission change omission change error
Infrastructure <15 M
51–100 M
>100 M
Infrastructure (with BIM) <15 M
15–50 M
51–100 M
>100 M
Section II: Rework Time Magnitude in Project with and without BIM Implementation
This section serves to collect data on rework magnitude in the sense of rework time for projects both with and without BIM, along with
information on the contribution of each source of rework cost to the entire magnitude of rework time. The following example provides more
details on the calculation methods.
Example:
Type of Project: Building (Non-BIM)
Number of Project: 2 (higher than $100 M category)
Project 1 rework time: 4 weeks; Project 2 rework time: 6 weeks; Total rework time: 10 weeks
Source of rework magnitude (time): (total 100%)

Owner Change (OC): 20%; Design error/omission (DE): 10%; Design change (DC): 25%; Vendor error/omission (VE): 3%; Vendor
change (VC): 2%; Constructor error/omission (CE): 20%; Constructor change (CC): 10%; Transport error: 10%
Total Design Vendor Constructor
Project No. of rework Owner error/ Design error/ Vendor error/ Constructor Transport
Project Type Size ($) Project time change omission change omission change omission change error
Building <15 M
51–100 M
>100 M 2 10 weeks 20% 10% 25% 3% 2% 20% 10% 10%
Building (with BIM) <15 M
15–50 M
51–100 M
>100 M

Project Type Size ($) Project time Change omission change omission change omission change error
Industrial <15 M
51–100 M
>100 M
Industrial (with BIM) <15 M
15–50 M
51–100 M
>100 M

Project Type Size ($) Project time change omission change omission change omission change error
Infrastructure <15 M
51–100 M
>100 M
Infrastructure (with BIM) <15 M
15–50 M
51–100 M
>100 M
Data Availability Statement Accessed May 10, 2016. https://www.corenet.gov.sg/media/586132

/Singapore-BIM-Guide_V2.pdf.
Data generated or analyzed during the study are available from the BCA (Building and Construction Authority). 2015. “Construction produc-
corresponding author by request. Information on the journal’s data- tivity and capability fund (CPCF).” Accessed October 30, 2017. https://
sharing policy can be found at http://ascelibrary.org/doi/10.1061 www.bca.gov.sg/CPCF/cpcf.
/(ASCE)CO.1943-7862.0001263. BCA (Building and Construction Authority). 2017. “Productivity in
Singapore’s construction sector.” Construction Industry Development
Board, Building and Construction Authority. Accessed November
14, 2017. https://www.bca.gov.sg/Publications/BuildabilitySeries/others
References /rscp_intr1.pdf.
Bryde, D., M. Broquetas, and J. M. Volm. 2013. “The project
Alreck, P. L., and R. B. Settle. 2004. The survey research handbook, 3rd ed. benefits of building information modelling (BIM).” Int. J. Proj.
Boston: McGraw-Hill. Manage. 31 (7): 971–980. https://doi.org/10.1016/j.ijproman.2012.12
Arain, F. M., and S. P. Low. 2006. “Developers’ views of potential causes .001.
of variation orders for institutional buildings in Singapore.” Archit. Sci. Burati, J. L., Jr., J. J. Farrington, and W. B. Ledbetter. 1992. “Causes
Rev. 49 (1): 59–74. https://doi.org/10.3763/asre.2006.4908. of quality deviations in design and construction.” J. Constr. Eng. Man-
Azhar, S. 2011. “Building information modeling (BIM): Trends, benefits, age. 118 (1): 34–49. https://doi.org/10.1061/(ASCE)0733-9364(1992)
risks, and challenges for the AEC industry.” Leadership Manage. 118:1(34).
Eng. 11 (3): 241–252. https://doi.org/10.1061/(ASCE)LM.1943-5630 Chang, A. S. T. 2002. “Reasons for cost and schedule increase for engineer-
.0000127. ing design projects.” J. Manage. Eng. 18 (1): 29–36. https://doi.org/10
BCA (Building and Construction Authority). 2011. “All set for 2015: The .1061/(ASCE)0742-597X(2002)18:1(29).
BIM roadmap.” Build Smart 9: 2–3. Chau, K. W., M. Anson, and J. P. Zhang. 2004. “Four-dimensional visu-
BCA (Building and Construction Authority). 2013a. “BIM essential guide alization of construction scheduling and site utilization.” J. Constr. Eng.
for BIM adoption in an organization.” Accessed June 17, 2016. https:// Manage. 130 (4): 598–606. https://doi.org/10.1061/(ASCE)0733-9364
www.corenet.gov.sg/media/586143/Essential-Guide-Adoption.pdf. (2004)130:4(598).
BCA (Building and Construction Authority). 2013b. “Singapore BIM Chi, S., K. D. Hampson, and H. C. Biggs. 2012. “Using BIM for smarter
guide version 2. Building and Construction Authority, August 2013.” and safer scaffolding and formwork construction: A preliminary

methodology.” In CIB W099 Int. Conf. on Modelling and Building Kwon, O. S., C. S. Park, and C. R. Lim. 2014. “A defect management
Health and Safety, 1–10. Singapore: CIB. system for reinforced concrete work utilizing BIM, image-matching
CIDB (Construction Industry Development Board). 1989. Managing and augmented reality.” Automat. Constr. 46: 74–81. https://doi.org/10
construction quality. A CIDB manual on quality management systems .1016/j.autcon.2014.05.005.
for construction operations. Singapore: CIDB. Lee, D. Y., H. L. Chi, J. Wang, X. Wang, and C. S. Park. 2016. “A linked
CII (Construction Industry Institute). 2001. The field rework index: Early data system framework for sharing construction defect information us-
warning for field rework and cost growth. Rep. RS153-1. Austin, TX: ing ontologies and BIM environments.” Automat. Constr. 68: 102–113.
Univ. of Texas at Austin. https://doi.org/10.1016/j.autcon.2016.05.003.
CII (Construction Industry Institute). 2005. Making zero rework a reality. Lee, S. K., K. R. Kim, and J. H. Yu. 2014. “BIM and ontology-based ap-
RS 203-1 (Nov.). Austin, TX: Univ. of Texas at Austin. proach for building cost estimation.” Automat. Constr. 41: 96–105.
Dave, B., S. Boddy, and L. Koskela. 2013. “Challenges and opportunities in https://doi.org/10.1016/j.autcon.2013.10.020.
implementing lean and BIM on an infrastructure project.” In Proc., 21st Li, C. Z., R. Y. Zhong, F. Xue, G. Xu, K. Chen, G. G. Huang, and G. Q.
Annual Conf. of the Int. Group for Lean Construction, 31–32. Red Shen. 2017. “Integrating RFID and BIM technologies for mitigating
Hook, NY: Curran Associates. risks and improving schedule performance of prefabricated house con-
Dimitrov, A., and M. Golparvar-Fard. 2014. “Vision-based material recog- struction.” J. Clean. Prod. 165: 1048–1062. https://doi.org/10.1016/j
nition for automated monitoring of construction progress and generat- .jclepro.2017.07.156.

ing building information modeling from unordered site image Love, P. E., and D. J. Edwards. 2013. “Curbing rework in offshore projects:
collections.” Adv. Eng. Inf. 28 (1): 37–49. https://doi.org/10.1016/j Systemic classification of risks with dialogue and narratives.” Struct.
.aei.2013.11.002. Infrastruct. Eng. 9 (11): 1118–1135. https://doi.org/10.1080/15732479
Dossick, C. S., and G. Neff. 2011. “Messy talk and clean technology: .2012.667419.
Communication, problem-solving and collaboration using Building Love, P. E., D. J. Edwards, S. Han, and Y. M. Goh. 2011. “Design error
Information Modelling.” Eng. Proj. Org. J. 1 (2): 83–93. https://doi reduction: Toward the effective utilization of building information mod-
.org/10.1080/21573727.2011.569929. eling.” Res. Eng. Des. 22 (3): 173–187. https://doi.org/10.1007/s00163
Eadie, R., M. Browne, H. Odeyinka, C. McKeown, and S. McNiff. 2013. -011-0105-x.
“BIM implementation throughout the UK construction project lifecycle: Love, P. E., D. J. Edwards, and J. Smith. 2016. “Rework causation: Emer-
An analysis.” Automat. Constr. 36: 145–151. https://doi.org/10.1016/j gent theoretical insights and implications for research.” J. Constr. Eng.
.autcon.2013.09.001. Manage. 142 (6): 04016010. https://doi.org/10.1061/(ASCE)CO.1943
Eastman, C., P. Teicholz, R. Sacks, and K. Liston. 2011. BIM Handbook: -7862.0001114.
A guide to building information modeling for owners, managers, de- Love, P. E., D. J. Edwards, H. Watson, and P. Davis. 2010. “Rework in civil
signers, engineers and contractors, 2nd ed. Hoboken, NJ: Wiley. infrastructure projects: Determination of cost predictors.” J. Constr.
Fayek, A. R., M. Dissanayake, and O. Campero. 2003. Measuring Eng. Manage. 136 (3): 275–282. https://doi.org/10.1061/(ASCE)CO
and classifying construction field rework: A pilot study. Edmonton, .1943-7862.0000136.
AB, Canada: Construction Owners Association of Alberta, Univ. of
Lu, Q., L. Chen, S. Lee, and X. Zhao. 2018. “Activity theory-based
Alberta.
analysis of BIM implementation in building O&M and first response.”
Forcada, N., M. Gangolells, M. Casals, and M. Macarulla. 2017. “Factors
Automat. Constr. 85: 317–332. https://doi.org/10.1016/j.autcon.2017
affecting rework costs in construction.” J. Constr. Eng. Manage.
.10.017.
143 (8): 04017032. https://doi.org/10.1061/(ASCE)CO.1943-7862
Lu, Y., L. Luo, H. Wang, Y. Le, and Q. Shi. 2015. “Measurement model of
.0001324.
project complexity for large-scale projects from task and organization
Forcada, N., G. Rusiñol, M. Macarulla, and P. E. Love. 2014. “Rework in
perspective.” Int. J. Proj. Manage. 33 (3): 610–622. https://doi.org/10
highway projects.” J. Civ. Eng. Manage. 20 (4): 445–465. https://doi
.1016/j.ijproman.2014.12.005.
.org/10.3846/13923730.2014.893917.
Merschbrock, C., and B. E. Munkvold. 2015. “Effective digital collabora-
Grilo, A., and R. Jardim-Goncalves. 2011. “Challenging electronic pro-
tion in the construction industry: A case study of BIM deployment in a
curement in the AEC sector: A BIM-based integrated perspective.”
hospital construction project.” Comput. Ind. 73: 1–7. https://doi.org/10
Automat. Constr. 20 (2): 107–114. https://doi.org/10.1016/j.autcon
.2010.09.008. .1016/j.compind.2015.07.003.
Hwang, B. G., S. R. Thomas, C. T. Haas, and C. H. Caldas. 2009. Mills, A., P. Love, and P. Williams. 2009. “Defect costs in residential con-
“Measuring the impact of rework on construction cost performance.” struction.” J. Constr. Eng. Manage. 135 (1): 12–16. https://doi.org/10
J. Constr. Eng. Manage. 135 (3): 187–198. https://doi.org/10.1061 .1061/(ASCE)0733-9364(2009)135:1(12).
/(ASCE)0733-9364(2009)135:3(187). Oyewobi, L. O., and D. R. Ogunsemi. 2010. “Factors influencing reworks
Hwang, B. G., and S. Yang. 2014. “Rework and schedule performance: occurrence in construction: A study of selected building projects in
A profile of incidence, impact, causes and solutions.” Eng. Constr. Archit. Nigeria.” J. Build. Perform. 1 (1): 1–20.
Manage. 21 (2): 190–205. https://doi.org/10.1108/ECAM-10-2012-0101. Palaneeswaran, E. 2006. “Reducing rework to enhance project performance
Hwang, B. G., X. Zhao, and K. J. Goh. 2014. “Investigating the client- levels.” In Proc., One Day Seminar on Recent Developments in Project
related rework in building projects: The case of Singapore.” Int. J. Proj. Management in Hong Kong. Hong Kong: Centre for Infrastructure and
Manage. 32 (4): 698–708. https://doi.org/10.1016/j.ijproman.2013 Construction Industry Development.
.08.009. Porwal, A., and K. N. Hewage. 2013. “Building information modeling
Hwang, B. G., X. Zhao, Y. See, and Y. Zhong. 2015. “Addressing risks in (BIM) partnering framework for public construction projects.” Automat.
green retrofit projects: The case of Singapore.” Project Manage. J. Constr 31: 204–214. https://doi.org/10.1016/j.autcon.2012.12.004.
46 (4): 76–89. https://doi.org/10.1002/pmj.21512. Rehm, M., and R. Ade. 2013. “Construction costs comparison between
IAI (International Alliance of Interoperability). 1999. An introduction to the ‘green’ and conventional office buildings.” Build. Res. Inf. 41 (2):
International Alliance for Interoperability and the industry foundation 198–208. https://doi.org/10.1080/09613218.2013.769145.
classes, edited by J. Wix and R. See, 21. Oakton, VA: IAI. Sacks, R., L. Koskela, B. A. Dave, and R. Owen. 2010. “Interaction of lean
Jaafari, A., M. A. Chan, and R. Cassab. 1994. “Quality management in the and building information modeling in construction.” J. Constr. Eng.
Australian construction industry.” In Proc., National Construction and Manage. 136 (9): 968–980. https://doi.org/10.1061/(ASCE)CO.1943
Management Conf., edited by R. R. Wakefield and D. G. Carmichael, -7862.0000203.
89–112. Sydney, Australia. Shen, L., Y. Wu, and X. Zhang. 2011. “Key assessment indicators for the sus-
Jin, R., C. Hancock, L. Tang, C. Chen, D. Wanatowski, and L. Yang. 2017. tainability of infrastructure projects.” J. Constr. Eng. Manage. 137 (6):
“Empirical study of BIM implementation-based perceptions among 441–451. https://doi.org/10.1061/(ASCE)CO.1943-7862.0000315.
Chinese practitioners.” J. Manage. Eng. 33 (5): 04017025. https://doi Tervonen, T., J. R. Figueiraa, R. Lahdelmab, J. A. Diasa, and P. Salminenc.
.org/10.1061/(ASCE)ME.1943-5479.0000538. 2009. “A stochastic method for robustness analysis in sorting

problems.” Eur. J. Oper. Res. 192 (1): 236–242. https://doi.org/10.1016 Yager, R. R. 1980. “On a general class of fuzzy connectives.” Fuzzy Set.
/j.ejor.2007.09.008. Syst. 4 (3): 235–242. https://doi.org/10.1016/0165-0114(80)90013-5.
Uher, T. E., and M. C. Brand. 2008. “Claimants’ view of the performance of Ye, G., Z. Jin, B. Xia, and M. Skitmore. 2014. “Analyzing causes for re-
adjudication in new South Wales.” Eng. Constr. Architect. Manage. works in construction projects in China.” J. Manage. Eng. 31 (6):
15 (5): 470–484. https://doi.org/10.1108/09699980810902758. 04014097. https://doi.org/10.1061/(ASCE)ME.1943-5479.0000347.
Volk, R., J. Stengel, and F. Schultmann. 2014. “Building information mod- Zhang, D., C. T. Haas, P. M. Goodrum, C. H. Caldas, and R. Granger. 2012.
eling (BIM) for existing buildings—Literature review and future “Construction small-projects rework reduction for capital facilities.”
needs.” Automat. Constr. 38: 109–127. https://doi.org/10.1016/j J. Constr. Eng. Manage. 138 (12): 1377–1385. https://doi.org/10.1061
.autcon.2013.10.023. /(ASCE)CO.1943-7862.0000552.
Whyte, J. 2011. “Managing digital coordination of design: Emerging hy- Zhao, X., T. Chang, B. G. Hwang, and X. Deng. 2018. “Critical factors
brid practices in an institutionalized project setting.” Eng. Proj. Org. J. influencing business model innovation for sustainable buildings.”
1 (3): 159–168. https://doi.org/10.1080/21573727.2011.597743. Sustainability 10 (1): 33. https://doi.org/10.3390/su10010033.

Hwang2019 BIM SINGAPORE

Transféré par

Informations du document

Titre original

Copyright

Formats disponibles

Partager ce document

Partager ou intégrer le document

Options de partage

Avez-vous trouvé ce document utile ?

Ce contenu est-il inapproprié ?

Droits d'auteur :

Formats disponibles

Hwang2019 BIM SINGAPORE

Transféré par

Droits d'auteur :

Formats disponibles

Effect of BIM on Rework in Construction Projects in

Singapore: Status Quo, Magnitude, Impact, and Strategies

Introduction of projects’ time overruns, and rework cost is accountable for

© ASCE 04018125-1 J. Constr. Eng. Manage.

J. Constr. Eng. Manage., 2019, 145(2): 04018125

and building construction. Lee et al. (2014) combined BIM with

Fig. 1. Policies and initiatives to facilitate BIM adoption in Singapore.

© ASCE 04018125-2 J. Constr. Eng. Manage.

J. Constr. Eng. Manage., 2019, 145(2): 04018125

plified as “the waste or redundant part of a project that has become

© ASCE 04018125-3 J. Constr. Eng. Manage.

J. Constr. Eng. Manage., 2019, 145(2): 04018125

Table 1. Sources of rework in construction projects

J. Constr. Eng. Manage., 2019, 145(2): 04018125

J. Constr. Eng. Manage.

© ASCE 04018125-5 J. Constr. Eng. Manage.

J. Constr. Eng. Manage., 2019, 145(2): 04018125

© ASCE 04018125-6 J. Constr. Eng. Manage.

J. Constr. Eng. Manage., 2019, 145(2): 04018125

RICCP ¼ Total direct rework cost=Total construction cost ð7Þ

RICSP ¼ Total duration of rework=Duration of construction phase ð8Þ

© ASCE 04018125-7 J. Constr. Eng. Manage.

J. Constr. Eng. Manage., 2019, 145(2): 04018125

© ASCE 04018125-8 J. Constr. Eng. Manage.

J. Constr. Eng. Manage., 2019, 145(2): 04018125

© ASCE 04018125-9 J. Constr. Eng. Manage.

J. Constr. Eng. Manage., 2019, 145(2): 04018125

© ASCE 04018125-10 J. Constr. Eng. Manage.

J. Constr. Eng. Manage., 2019, 145(2): 04018125

© ASCE 04018125-11 J. Constr. Eng. Manage.

J. Constr. Eng. Manage., 2019, 145(2): 04018125

rework for each source of rework. A total of 47 companies with

rework information on 204 construction projects participated in

The effect of BIM implementation on rework in three different

struction projects. Within building and industrial projects with

BIM implementation, the impact of rework on both project cost

reduction in both building and industrial projects, as well as rework

namely, “design error/omission,” “owner/client change,” “design

change,” “contactor’s error/omission,” “contractor’s change,” “ven-

reworks arising from “design error/omission,” “owner/client

change,” “design change,” “vendor error/omission,” and “vendor

change.” The study also found that BIM is effective in reducing

the impact of rework on total project cost and duration. Finally,

of BIM throughout design and construction phase,” “design re-

views, verifications, and audit to reduce system errors,” “rework

for effective BIM usage.”

Onsite BIM to provide workers with more accurate construction

clude all construction project players in Singapore. Second, eight

rework source categories were examined in this study, which might

mostly provided by survey respondents based on their experiences

and internal project documents, if any; therefore, it is desirable to

pore but might vary in other countries. Nonetheless, the findings

empirical data to provide the status of rework in projects with BIM

The identified main sources of rework can be used for construction

sources of rework is also recommended.

© ASCE 04018125-12 J. Constr. Eng. Manage.

J. Constr. Eng. Manage., 2019, 145(2): 04018125

© ASCE 04018125-13 J. Constr. Eng. Manage.

J. Constr. Eng. Manage., 2019, 145(2): 04018125

Total Design Vendor Constructor

Total Design Vendor Constructor

Data Availability Statement Accessed May 10, 2016. https://www.corenet.gov.sg/media/586132

© ASCE 04018125-14 J. Constr. Eng. Manage.