Cai, Q Y; Ng, F F; Chen, H and Ding, Z K (2004) A framework for intelligent change management in the construction process. In: Khosrowshahi, F (ed.) Proceedings of 20th Annual ARCOM Conference, 1-3 September 2004, Edinburgh, UK.
Abstract
During a project lifecycle, changes are inevitable due to various uncertainties, complexity of tasks and mobility of people involved. For effective change management, project stakeholders must know the latest changes, where the changes occur and what the impacts are in terms of time and cost. However, current internet-based project management systems always lack the flexibility to handle dynamic changes and collaborative processes. A typical scenario in handling changes is to inform all the stakeholders by broadcasting messages. This may incur two potential problems. First, the messages may be neglected due to information overload. Second, no implications of the change are suggested in the messages. This paper proposes a framework for effectively managing changes in the construction process, where ontology serves as the theory core layer, intelligent agents are in the application layer and customized workspace is presented as an interface layer. Using applications developed from this framework, users can get customer-tailored change reports and recommendations to cope with the changes.
| Item Type: | Conference Paper (Paper) |
|---|---|
| Uncontrolled Keywords: | change management; construction process; intelligent agent; internet-based project management system; ontology |
| Index terms: | workspace, change management, project lifecycle, ontology, mobility, internet, agent, project management, complexity, construction process, project stakeholder |
| Subjects: | systems engineering, infrastructure and transport systems, building construction, sociology, project management theory and practice, management, education and knowledge transfer, computing systems, practitioner, project completion |
| Topics: | Organizational Design, Site Management, Digital Applications, Urban Studies, Stakeholder Management, Roles and Professions, Engineering Principles, Project Management, Research Practice |
| Descriptive scope: | 3 PCT |
N.B. Descriptive scope is a count of how many of the five facets of empirical research are indicated by the words used in title, abstract and keywords. It is not intended as a judgement on the research; merely a count of the kind of word we would expect to indicate Phenomenon, Concepts, Theoretical framing, Empirical techniques, Analytical techniques. If all five are present, then a code of “5 PCTEA” will indicate this. If you feel the coding for this record is questionable, we welcome discussion around the terms we matched or the way we categorized them. The facet you would expect may not be coded, or a facet may be coded inappropriately. This can also bear on a larger question, of which facets should be treated as defining in construction management research. Please get in touch, and we will look at it. More details here