A process model can help management teams better manage changes by identifying and evaluating changes early. It should consider factors like causes of change, likelihood of occurrence, and consequences. There should be a change management process to forecast possible changes, select appropriate responses, and minimize impacts on cost, time, and efficiency. Unresolved changes can increase risks and lead to disputes.

2. CHANGES -
PROCESS MODEL
• Designers, engineers and other professionals have to
make assumptions based on existing available
information and their experience.
CHANGES -
PROCESS MODEL
• Lack of knowledge is considered to be a main source
of changes in construction.
CHANGES -
PROCESS MODEL
• There should be a Change identification and
evaluation model to provide an early warning to the
management team.

3. CHANGES -
PROCESS MODEL
• The design of a process model
should consider all the influential
factors such as :
CHANGES -
PROCESS MODEL
• What causes the change?

4. CHANGES -
PROCESS MODEL
•The likelihood of change
occurrence.
CHANGES -
PROCESS MODEL
•The change consequences.

5. CHANGES -
PROCESS MODEL
• Changes in themselves do not decrease
productivity or efficiency, it is the manpower
involved in the process.
CHANGES -
PROCESS MODEL
• If a change occurs in the final stage of a
construction project the crew must stop
working until the changes are carried out first.

6. CHANGES -
PROCESS MODEL
• On average, there is a 30% loss of efficiency
when changes are being performed, although
it is possible to carry out many changes
without a loss of efficiency.
CHANGES -
PROCESS MODEL
• The variables affecting efficiency are believed
to be the time of the change.

7. CHANGES -
PROCESS MODEL
• A major change may cause consecutive
delays in project schedule Re-estimation of
work statement Additional demands of
equipment Materials Labour Changes.
CHANGES -
PROCESS MODEL
• If not resolved through a formalized change
management process, can become the major
source of contract disputes, which is a severe
risk contributing to project failure.

8. It can be caused by either internal or external
Factors (ARETHEY AVOIDABLE?).
In construction projects, a change refers to an
alteration or a modification to pre-existing
conditions, assumptions or requirements.

9. A process model can help management team to manage changes
better.
External causes may be due to technological change
(AVOIDABLE?).
Different changes may have different effects or consequences.
The objective of change management is to forecast
possible changes.

10. Most researchers distinguish
three kinds of changes:
Rework
change order
and Construction
Change Directive

14. Initiate change management
Select change management
The main requirements are:
Sufficient resources for change management function

15. Approaches towards
change management
Align project elements to
change management process

17. The main functions that these
requirements should provide,
are:
Project baseline
detailed cost plan
detailed time plan
The project
programme
should be developed
to manipulate change

18. (cost, time, quality, safety, Customer
satisfaction, constructability, sustainable
construction,..)
Knowledge base
This must includes criteria for deciding on
change and evaluation in terms of : KPI’s

19. Integrated system for
design management
An Architect's change may
change the mechanical work
layout or electrical works.

20. 3-D
modelling
• It will assists the
impact of proposed
construction changes
in a more logical
mannor.

21. Procurement
routes
• A good selection of procurement
should consider change.
• The likelihood of changes
becomes a criterion for selecting
the procurement route.
• A civil engineering project V
building project.

22. VE andVM
•Value management
(VM) andValue
Engineering (VE)
systems.

23. IT
communication
•Advance
communication
system

24. Dispute resolution
mechanism
•A fully developed
dispute
resolution
method.

25.  RMS must indicate:
 Various risks that may occur at different times
within the project life cycle.
 The possibility of change occurrence that can be
reasonably foreseen should be estimated
(including its timing).
 Risk analysis at an early stage will enable
appropriate procedures to be established and
appropriate contingencies to be prepared.
 Scenario planning will help represent these
changes.

26. Monitor deviations
from project
programme
Analyse and consider
implications of
identified deviations
Develop mitigation
strategy for change
event
Update change
management
repository

27. The need to
rework
The volume
of rework due
to change in
terms of
costing and
duration

28. Size of disruption
to the workflow

30. Pre-
change
plan
Main
functions
Methods
to identify
change
Carry
out
change

31. Financial models
that incorporate
financial
parameters to
control the
operation at any
one time
Linear models
where decision
criteria are
subjectively
weighted and rated
by a decision-maker
and combined into
a single measure

32. Linear
models
• incorporating multiple ratings
that add the corresponding
probabilities for the multiple
ratings of a given criterion and
measures the imprecision and
uncertainty associated with
the process

33. Multi-attribute
utility models
• Combines qualitative
and quantitative
decision criteria that are
aggregated to arrive at
an expected utility

34. Social
Factors
Technological
Factors
Managerial
Factors

35. Modification in
physical
properties
Changes in
control
systems
Changes in
processes

36. Project and
organisational
performance criteria
Analyse work
inactivity and
ineffective work

37. Resources
Scope
Goals
Removeany Ambiguity
Leadership
Co-ordination
communication
Team work

38. Resources
Scope
Goals
Remove any Ambiguity
Leadership
Co-ordination
communication
Team work