3. CHANGES IN CONSTRUCTION PROJECTS
1
• The re-work problem is often
caused by poor project
change management.
2
• During construction projects,
many decisions have to be
made under uncertain
conditions.
4. CHANGES IN CONSTRUCTION PROJECTS
3
• Designers, engineers and other
professionals have to make
assumptions based on existing
available information and their
experience.
4
• If any assumption is proven wrong,
some decisions have to be revised.
• changes are often inevitable.
5. CHANGES IN CONSTRUCTION PROJECTS
5
• The key-how to avoid or
reduce the negative impact of
changes.
6
• The need for effective change
management is essential for
productivity improvement.
6. CHANGES IN CONSTRUCTION PROJECTS
It can be caused by either internal or external
Factors (ARE THEY AVOIDABLE?).
Different changes may have different
effects or consequences.
A change refers to an alteration or a
modification to pre-existing
conditions, assumptions or
requirements.
7. CHANGES IN CONSTRUCTION PROJECTS
Plan preventive impacts & coordinate changes across
the entire project.
Identify changes that have already occurred.
The objective of change management is to forecast
possible changes.
8. TYPES OF CHANGE
A gradual change, also known as
incremental change, happens slowly
over a prolonged period and its intensity
is low.
A change that occurs can be a
“gradual change” or a “radical
change”.
9. CHANGES IN CONSTRUCTION PROJECTS
• A radical change is sudden, dramatic
and has a marked effect.
• Gradual Changes often occur during
the design development stage, where
many decisions are fine Tuned and
refined progressively.
10. CHANGES IN CONSTRUCTION PROJECTS
• Radical changes occur during construction
phases.
• Project changes can also be classified as
“anticipated changes” and “emergent changes”.
• Anticipated changes are planned in advance
and occur as intended.
• On the other hand, emergent changes arise
spontaneously and are not originally anticipated
or intended.
11. CHANGES IN CONSTRUCTION PROJECTS
• Another way to view project change is
through its necessity.
• In this way, project changes can be
classified as “elective changes” and
“required changes”.
• An elective change is where one may
choose whether or not to implement; and a
required change is where there is no option
but to make the change.
12. CAUSES OF CHANGE
External causes may be due to
technological change (AVOIDABLE?).
The causes of project change may
originate from either external or internal
pressures that are being applied to the
project (AVOIDABLE?).
13. CHANGES IN CONSTRUCTION PROJECTS
Changes in the economy and
finally demographic changes in
the society
Changes in the customer expectations
and tastes
changes in competitor’s
activities
changes in government
and policies
14. CHANGES IN CONSTRUCTION PROJECTS
Or changes in organisational objectives
and changes in the long-term survival
strategy of the organisations involved.
Internal causes may result from
changes in management policy
17. CHANGES
• Inadequate skills and knowledge
amongst the team
• Inclement weather
• Late change of client brief
• Designer change of mind
• Design errors
• Inadequate knowledge of the site
conditions
18. CHANGES IN CONSTRUCTION PROJECTS
• Revised design parameters
• Minor field-originated changes
• Contract disputes
• Ambiguity in project goal, scope, and
resources
19. CHANGES IN CONSTRUCTION PROJECTS
Direct effects
■ Addition of work
■ Deletion of work
■ Demolition of work already done
■ Rework
■ Specification change
■ Time lost in stopping and
20. CHANGES IN CONSTRUCTION PROJECTS
restarting current tasks in order to make the
variation
■ Revisions to project reports and documents
■ Reorganise schedule and work methods to
make up lost time
Indirect effects
■ Need for communicating change to all
project members
21. CHANGES IN CONSTRUCTION PROJECTS
■ Dispute and blaming amongst project
partners
■ Loss of productivity due to reprogramming;
loss of rhythm, unbalanced gangs and
acceleration
22. CHANGES IN CONSTRUCTION PROJECTS
■ Change in cash flow, financial costs,
loss of earnings
■ Increased risk of co-ordination failures
and errors
■ Lower morale of work force
■ Loss of float, therefore increased
sensitivity to further delays
