Sun, M; Fleming, A; Senaratne, S; Motawa, I and Yeoh, M L (2006) A change management toolkit for construction projects. Architectural Engineering and Design Management, 2(4), pp. 261-271. ISSN 1745-2007
Abstract
Changes in construction projects often cause cost and time overruns. Because of the nature of design and construction of buildings, construction professionals often have to make decisions based on assumptions and previous experience. Changes at a later stage are sometimes inevitable. The aim of project change management is not to seek the elimination of all project changes, but to minimize the negative impact of necessary changes and to avoid unnecessary ones. At present, in practice, there is a lack of industrial standards for project change management procedures and methods. This often results in changes being poorly managed, on an ad hoc basis, by project teams during individual projects. This paper presents a change management toolkit, which was developed to provide a standard framework and tool support for change management in construction projects.
| Item Type: | Article |
|---|---|
| Uncontrolled Keywords: | change effect; change management; change prediction; project change causes; workflow tool |
| Index terms: | project team, workflow, toolkit, construction project, construction professional, change management, time overrun, design and construction |
| Subjects: | contractual arrangements, software systems, project controls, professional development, production management, project delivery, management |
| Topics: | Engineering Principles, Procurement, Time Control, Information Management, Business Strategy, Organizational Design, Project Management |
| Descriptive scope: | 2 PC |
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