015 changes-process model

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.


•There should be a Change identification and evaluation model to provide an early warning to the management team.



•The design of a process model should consider all the influential factors such as :

CHANGES -PROCESS MODEL •What causes the change?


CHANGES -PROCESS MODEL •The likelihood of change

occurrence.

CHANGES -PROCESS MODEL •The change

consequences.



•Changes in themselves do not decrease productivity or efficiency, it is the manpower involved in the process.


•If a change occurs in the final stage of a construction project the crew must stop working until the changes are carried out first.



•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.


•The variables affecting efficiency are believed to be the time of the change.



•A major change may cause consecutive delays in project schedule Re-estimation of work statement Additional demands of equipment Materials Labour Changes.


•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.


It can be caused by either internal or external

Factors (ARE THEY AVOIDABLE?).

In construction projects, a change refers to an alteration or a modification to pre-existing conditions, assumptions

or requirements.


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.


Most researchers distinguish three kinds

of changes:Rework

change order

and Construction

Change Directive


Causes ofchange

EconomicalEnvironmentalTechnological

SocialGovernmental/Political

Etc.

National&

international

External

Organizational changes

Internal


Changes

Direct Indirect

Badweather

Badworkmanship

Designerror

Reworkdue to

Omitting

Additionalwork

MaterialsMachinery/equipments

Skilledworkforce

Shortageof

Dispute

Communication

Cash flow

Materials

Lowe moraleamongstworkforce

Reorganizere schedule

change workmethods

Delay

Con-currentExcusable

Suppliers

Bysub-contractor

Causedby contractor

Non-excusable

waiting time

Caused byclient

compressible

Mistakes inthe drawings

Machinerybreakdown due to

age of machine

Not enoughsupervisors

on site

Idleness

Disruption1-Lack of material

availability2-Lack of skilled

workforce3-Shortage of

Machinery/tools4-Information

availability4-Lack of good

decision making5-Bad working

relation6-Poor supply chain

7-Accidents8-Poor site layout

Changes onconstruction site

due to:

Poordetailing

Supervisorydecisions

Not fault of:client

contractorsub-contractor

etc.

LOW PRODUCTIVITY ON SITE

Effective change management

Initiate change managementSelect change management

The main requirements are:

Sufficient resources for change management function


Approaches towards change

managementAlign project elements

to change management process


Changes at theHead office and

on site

Optionalchanges

(improves thechances of

expansion andsurvivor)

Essential changes(for survivor and high

productivity)

Suddenchanges

Gradualchanges

AnticipatedNot

anticipated

CHANGES -PROCESS MODELThe 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


(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


Integrated system for design

managementAn Architect's change may change the

mechanical work layout or electrical works.


3-D modelling

•It will assists the impact of proposed construction changes in a more logical mannor.


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.


VE and VM

•Value management (VM) and Value Engineering (VE) systems.

IT communicati

on•Advance communication system


Dispute resolution

mechanism

•A fully developed dispute resolution method.

Risk Management System(RMS) 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.

Identify and Evaluate Change

Monitor deviations from

project programme

Analyse and consider

implications of identified deviations

Develop mitigation

strategy for change event

Update change management

repository

Various criteria can be used to identify the change type such as:

The need to rework

The volume of

rework due to change in terms of

costing and

duration


Size of disruption to the workflow

Pre-change

plan

Main functions

Methods to

identify change

Carry out

change

Different models and decision support systemscan be used to help decision-makers select an optimum solution.

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

Linear models

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

Multi-attribute utility models

Multi-attribute

utility models

•Combines qualitative and quantitative decision criteria that are aggregated to arrive at an expected utility


SocialFactors

TechnologicalFactors

ManagerialFactors

Measure change effectiveness

Modification in physical properties

Changes in control

systems

Changes in processes


Project and organisationalperformance

criteria

Analyse work inactivity and

ineffective work


Changes inConstruction

Projects

OmissionAdditionErrors

DesignchangeBad

weather

site conditionsUncertainty

Lack of propersite investigation

Changesmade by the

client

Resources

Scope

Goals

Remove any Ambiguity

RESOURCESSCOPEGOALS

REMOVE ANY AMBIGUITY

LeadershipCo-ordinationcommunication

Team work MORE LEADERSHIP AND TEAM,WORK LESSCHANGES TO THE ORIGINAL PLANS


Changes inConstruction

Projects

Designerror

Designchange

Badweather

site conditionsUncertainty

Lack of propersite investigation

Resources

Scope

Goals

Remove any Ambiguity

RESOURCESSCOPEGOALS

REMOVE ANYAMBIGUITY

LeadershipCo-ordinationcommunication

Team work

MORE LEADERSHIP ANDTEAMWORK

LESS CHANGES TO THEORIGINAL PLANS

DirectChange

Indirect

Badworkmanship

Changesmade by the

client

Reworkdue to

Omitting

Additionalwork

BadMaterials

Reorganizere schedule

change workmethods