Zou, Y and Lee, S H (2008) The impacts of change management practices on project change cost performance. Construction Management and Economics, 26(4), pp. 387-393. ISSN 1466433X
Abstract
Change cost is one of the most sensitive aspects of construction project management, but it is also one of the most difficult to control. It has been widely recognized that construction projects that adopt change management practices generally incur lower change costs in comparison with project budgets. The relationship between change management practices and cost performance is investigated. Construction project data for this research are derived from the Construction Industry Institute Benchmarking and Metrics database. Multiple one-way ANOVA and linear regression are performed to investigate the effectiveness of individual change management practices elements and overall change management practices implementation in controlling project change cost, respectively. The data analysis results show that individual change management practices elements have different levels of leverage in helping to control project change cost and that using change management practices is truly helpful in lowering the proportion of change cost in project actual cost.
| Item Type: | Article |
|---|---|
| Uncontrolled Keywords: | change management; performance improvement; project management |
| Index terms: | construction project, cost performance, benchmarking, actual cost, data analysis, change management, performance improvement, effectiveness, construction project management, implementation, project management, database, Construction Industry Institute |
| Subjects: | financial and cost management, contractual arrangements, data analysis and analytics, research organizations, data management, project management theory and practice, production management, economics, performance management, management, performance measurement |
| Topics: | Procurement, Cost Management, Research Practice, Project Management, Organizational Design, Digital Applications, Quality Management |
| Descriptive scope: | 3 PCA |
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