Sun, M; Vidalakis, C and Oza, T (2009) A change management maturity model for construction projects. In: Dainty, A R J (ed.) Proceedings of 25th Annual ARCOM Conference, 7-9 September 2009, Nottingham, UK.
Abstract
Change is considered to be one of the main risk factors for construction projects. Common consequences of changes include, inter alia, time and cost overruns, quality defects, conflict and safety issues. Existing research has largely focused on the identification of causes of change, analysis of potential change effects, and change management systems which help to minimise the occurrence or the effects of changes. Although these systems have indeed provided effective process support, they do not intend to measure the effectiveness of the change management process and thus, they do not provide clear evidence of the improvement of the change management capability of a project team. In construction, process capability measurement and improvement has evolved over the last decade principally based on capability maturity models (CMM). This paper presents a CMM which aims to provide a measurement framework for assessing the improvement of a project team s capability in dealing with contract changes. Following a review of the change management literature, a questionnaire survey and a number of interviews, a Change Management Maturity Model (CM3) is developed adopting the Capability Maturity Model Integration approach. The model defines five levels of maturity ad hoc, informal, systematic, integrated and continuous improvement. Measurement is carried out on six key process areas management process, risk management, communication, management information, collaboration, and leadership/objectives. The model is then evaluated through three case studies which assess its applicability in practice.
| Item Type: | Conference Paper (Paper) |
|---|---|
| Uncontrolled Keywords: | capability maturity model; change management; process measurement framework; project management |
| Index terms: | interview, case study, maturity model, continuous improvement, change management, safety issue, cost overrun, survey, integration, capability maturity model, collaboration, construction project, risk factor, effectiveness, questionnaire, evidence, risk management, project team, project management |
| Subjects: | financial and cost management, project delivery, data collection methods, evaluation and assessment methods, risk assessment, environmental hazards, organizational analysis, production management, evaluation, financial risk, project management theory and practice, management, performance measurement, performance management |
| Topics: | Quality Management, Organizational Design, Research Practice, Project Management, Business Strategy, Cost Management, Sustainability, Risk Management |
| Descriptive scope: | 4 PCEA |
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