Change management

STEP BY STEP CHANGE
MANAGEMENT FOR PROJECTS IN
THE BUILDING SECTOR

CONSTRUTORA IBEN LTDA.

CHANGE MANAGEMENT IS ONE OF THE MAIN FACTORS AFFECTING PROJECT SUCCESS.
CHANGES EXIST AND SHOULD NOT BE IGNORED OR BLOCKED BY RIGID SCOPES OR NORMS.

CHANGES AIM AT INCORPORATING NEW SPECIFICATIONS TO THE PROJECT, REVIEW INITIAL GOALS,
ADAPT TO MARKET CHANGES, IMPROVE PRODUCT PERFORMANCE, TO GET AHEAD OF
COMPETITORS, ETC.

IT JUST SO HAPPENS THAT, IN REAL LIFE, IN PROJECTS MANAGED BY IMMATURE ORGANIZATIONS,
THEY FALL OUTSIDE THE EXPECTATIONS OF THE STAKEHOLDERS AND CREATE ENDLESS
DISCUSSIONS ON THE IMPACTS ON COSTS, TIME, QUALITY, ETC.

THE ORGANIZATION MUST ESTABLISH A CHANGE MANAGEMENT POLICY UNDER THE GOVERNANCE
OF A PMO IN ORDER TO KEEP THE PROJECT ON TRACK AND ADAPT TO NEW NEEDS WITHOUT
DISAPPOINTING ANY OF THE STAKEHOLDERS.


AS A PRIMORDIAL AXIOM WE MUST STATE THAT:

NO CHANGE IS TO BE INCORPORATED BEFORE IT IS 100%
CONFIGURED.

SAID CONFIGURATION MUST UNDERGO CERTAIN PROCESSES THAT WE WILL SUBSEQUENTLY SEE
ON A STEP BY STEP BASIS.


HOWEVER, REMEMBER TO INFORM EVERYBODY THAT:

CONFIGURED.

AND HOW MUCH TIME DO WE HAVE TO CONFIGURE THEM?

THE SPEED AND PRECISION OF THIS PROCESS VARY ACCORDING TO THE MATURITY OF A PMO IN
TERMS OF CHANGE MANAGEMENT.

REGISTRATION OF LEARNT LESSONS VIA KNOWLEDGE MANAGEMENT IS THE PATH TO IMPROVE THE
MATURITY OF THE ORGANIZATION IN THAT WHICH PERTAINS TO CHANGE MANAGEMENT.


REQUEST FOR CHANGE

CHANGE IS CAUSED BY THE REQUEST FOR IT.

REQUESTS FOR CHANGE MAY COME FROM SEVERAL STAKEHOLDERS ENDOWED WITH THE POWER
TO PERFORM SUCH INTERFERENCE IN THE PROJECT SUCH AS, FOR EXAMPLE; SPONSOR, CLIENT,
ARCHITECTS, DESIGNERS, WORK MANAGER AND OTHERS.


REQUEST FOR CHANGE

A CHANGE REQUEST FORM MUST OBLIGATORILY COMPRISE DETAILED DESCRIPTION OF THE
REQUESTED CHANGE, THE ACTUAL NEED FOR SAID CHANGE AND ONE OR MORE SOLUTION
PROPOSALS.

DESCRIPTION OF REQUESTED CHANGE
The client, in a meeting held on 19/05/2011, requested the analysis of the replacement of the concrete block
brickwork executive standard, determined in the project for the main facade of the Capiche building, to a system
that concomitantly is more versatile in the case of future expansion and have a better appearance.

NEED FOR SAID CHANGE
The change aims to incorporate the stakeholders demands, which were not accounted for in project design; said
demands are: 1. removable facade; and 2; new aesthetic standards.

PROPOSED SOLUTIONS
Construtora Iben proposed 3 concepts meeting above listed demands, namely: 1) Glass+ Alucobond Set 2) Pre-
cast Concrete Façade Slabs; 3) Masterboard Panel System.


ANALYSIS BY THE CHANGE COMMITTEE

THE REQUEST FOR CHANGE MUST BE ANALYZED BY THE CHANGE COMMITTEE, A QUALIFIED
BRANCH OF THE PMO, ABLE TO CREATE QUICK RESPONSES TO CHANGE ASSOCIATED IMPACTS.



THE COMMITTEE ANALYZES THE IMPACT ENSUING FROM REQUESTED CHANGE ON THE NINE PMI®
KNOWLEDGE AREAS CHECKING, IN ADDITION TO THE CONSEQUENCES IN TERMS OF COST: WHAT
ARE THE IMPACTS ON TIME, SCOPE, AND QUALITY? ARE THERE RISKS ASSOCIATED TO THIS
CHANGE? ARE THERE CHANGES IN TERMS OF HUMAN RESOURCES? WHAT HAPPENS TO
PURCHASING? ARE THERE NEW STAKEHOLDERS ALTERING THE COMMUNICATION PLAN? ARE THE
PROJECT GOALS AFFECTED?


IMPACT ANALYSIS
AREAS OF ANALYSIS OF THE CHANGE
RESPONSIBLE FOR
ITEM AREA DESCRIPTION OF THE IMPACT UPDATE PLAN?
THE ANALYSIS
The brickwork quantitative is to be reduced, with the addition of the installing of the adopted closure system.
.01 SCOPE Additionally, foundation execution characteristics may come to be altered, depending on choice. It is necessary to PLANNING MANAGER YES
review the projects.
System cost is higher than initially defined values for all cases. Depending on the project alternatives, costs may
.02 COST range from R$ 250,000.00 to R$ 500,000.00. If work falls behind schedule, time related costs are to be assessed. PLANNING MANAGER YES

Activities begin with the analysis of alternatives and new demands, project development/design, budgeting,
.03 TIME negotiations, granting of a contractual amendment instrument, replanning, contracting of fourth parties and beginning PROJECT MANAGER YES
of the works.
A new work package shall be incorporated to the purchase plan, to be budgeted with fourth parties, the terms of that
.04 ACQUISITIONS proposal may cause an impact especially to scope, quality, time and cost. WORK MANAGER YES

Histogram should be reassessed and the labor mobilization plan should be adjusted to comply with the new
.05 PEOPLE collaborator profiles assigned to develop the new scope. WORK MANAGER YES

The flexibility and aesthetic standard requirements shall be met, designers are to assess ensuing impacts on
.06 QUALITY lighting, thermal insulation, acoustic insulation, protection of forklifts, user safety, maintenance, and cleaning. WORK MANAGER NO

The work would be initiated and the planning would be developed in consecutive waves, i.e., with the project already
being implemented. Decisions taken during the activities listed under item 03, Time, will create risks as they are
.07 RISK WORK MANAGER YES
solved.

It is suggested that a communication plan is prepared, determining the required channels and approval levels for the
.08 COMMUNICATION proposed changes. PROJECT DIRECTOR YES

All stakeholders and the project team are to be reintegrated in order to assess the impacts on the project goals.
.09 INTEGRATION PROJECT DIRECTOR NO


APPROVAL

IMPACTS ARE TO BE APPROVED INDIVIDUALLY, IN FULL OR WITH RESTRICTIONS, IN ORDER TO
DOCUMENT THE CONSENT TO THE DECISION.

THE TASK OF APPROVING OR REJECTING CHANGES IS USUALLY ASSIGNED TO THE CLIENT AND/OR
SPONSOR.

REJECTED CHANGE REQUESTS SHALL BE DOCUMENTED TO AVOID THEIR UNDUE INCORPORATION
AND THE RE-INSERTION OF NEW REQUESTS OF AN EQUAL NATURE IN THE ANALYSIS AND APPROVAL
PROCESS.

DECISION ABOUT A GIVEN CHANGE
1. ACCEPTED
2. REJECTED
3. 3. ACCEPTED WITH RESTRICTIONS
AREA NOTES DECIS. RESPONSIBLE FOR THE DECISION
.01 SCOPE 1 SPONSOR
.02 COST 1 SPONSOR
.03 TIME 1 SPONSOR
.04 ACQUISITIONS 1 SPONSOR
.05 PEOPLE 1 SPONSOR
.06 QUALITY 1 SPONSOR
.07 RISK 1 SPONSOR
.08 COMMUNICATION 1 SPONSOR
.09 INTEGRATION 1 SPONSOR


CHANGE CONFIGURATION

IMPACTS ARE TO BE APPROVED INDIVIDUALLY, IN FULL OR WITH RESTRICTIONS, IN ORDER TO
DOCUMENT THE CONSENT TO THE DECISION.

THE TASK OF APPROVING OR REJECTING CHANGES IS USUALLY ASSIGNED TO THE CLIENT AND/OR
SPONSOR.

REJECTED CHANGE REQUESTS SHALL BE DOCUMENTED TO AVOID THEIR UNDUE INCORPORATION
AND THE RE-INSERTION OF NEW REQUESTS OF AN EQUAL NATURE IN THE ANALYSIS AND APPROVAL
PROCESS.



THIS PROCESS ALTERATES THE BASELINES AND INCORPORATES THE PROJECT VIA PLAN UPDATING.

STAKEHOLDERS BECOME AWARE OF ALL IMPACTS ASSOCIATED TO THEIR DECISION AND, IN
ACCORDANCE TO THE COMMON INTERESTS, CONSCIOUSLY CHOOSE TO INTEGRATE THEM TO THE
PROJECT OR NOT.

CONSTRUTORA IBEN, ON ITS TURN, PRESERVES ITS RELATIONSHIP WITH THE CLIENT AND
PROTECTS THE BUSINESS AGAINST UNCHEKED CHANGE AND NON-REFUNDABLE COSTS.



TIPS FOR CHANGE CONFIGURATION

HAVE AN EFFICIENT SYSTEM TO CHANGE BASELINES AS QUICK AS POSSIBLE, SINCE SPEED AND
CONSISTENCY IS KEY TO THE SUCCESSFUL INCORPORATION OF CHANGE.

MAINTAIN A REGISTRATION LOG FOR LEARNT LESSONS, MONITOR CHANGE DERIVING IMPACTS AND
ASSESS THEIR COMPLIANCE WITH THE PRELIMINARY ANALYSIS.

MAKE USE OF EXPERT OPINIONS AND CLEAR IMPACT ASSESSMENT CRITERIA. YOU MAY BE ASKED
TO PRODUCE THE CALCULATION LOG, THUS ALL DOCUMENTS AND FILES ARE TO BE KEPT NEAT AND
TIDY.

REMEMBER: CHANGES ARE A GREAT OPPORTUNITY FOR PROJECT DEVELOPMENT AND MUST NOT
BE USED TO INCORPORATE ANY NON ASSOCIATED IMPACTS.



TIPS FOR CHANGE CONFIGURATION

CONFIGURED.


WRITTEN BY

EDUARDO MILITÃO ELIAS, MBA / PMP®
ID 1396759

SPONSORED BY

CONSTRUTORA IBEN LTDA., RCP PMI®
ID 1463462


Change management

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