The rework cycle

benchmarks for the project manager

Article Technical Skills March 1993

Project Management Journal

Cooper, Kenneth G.

How to cite this article:

Cooper, K. G. (1993). The rework cycle: benchmarks for the project manager. Project Management Journal, 24(1), 17–21.
This article is the third in a series of three articles on the concept of rework cycles.Rework represents a large share of the time spent in a project, and rework discovery can be expected in every project.Rework can result in situations such as the 90 percent syndrome, whereby a company may say that a project is 90 percent complete, when in actuality the real work done may only be 70 percent complete.Due to rework, the project continues for what seems to be an inordinate amount of time at 90 percent complete.Using the models presented in this paper, the project manager can estimate the amount of rework that may be discovered in a project, and at what actual percentage of completion the project is at in order to estimate a realistic finish date.
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