Mei Lin Yeoh
A change management toolkit for construction projects
Yeoh, Mei Lin; Sun, Ming; Fleming, Andrew; Motawa, Ibrahim; Senaratne, Sepani
Authors
Ming Sun
Andrew Fleming
Ibrahim Motawa
Sepani Senaratne
Abstract
Changes in construction projects often cause cost and time overruns. Because of the nature of design and construction of buildings, construction professionals often have to make decisions based on assumptions and previous experience. Changes at a later stage are sometimes inevitable. The aim of project change management is not to seek the elimination of all project changes, but to minimize the negative impact of necessary changes and to avoid unnecessary ones. At present, in practice, there is a lack of industrial standards for project change management procedures and methods. This often results in changes being poorly managed, on an ad hoc basis, by project teams during individual projects. This paper presents a change management toolkit, which was developed to provide a standard framework and tool support for change management in construction projects. © 2006 Taylor & Francis Group, LLC.
Citation
Yeoh, M. L., Sun, M., Fleming, A., Motawa, I., & Senaratne, S. (2006). A change management toolkit for construction projects. Architectural Engineering and Design Management, 2(4), 261-271. https://doi.org/10.1080/17452007.2006.9684621
Journal Article Type | Article |
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Publication Date | Jan 1, 2006 |
Journal | Architectural Engineering and Design Management |
Print ISSN | 1745-2007 |
Electronic ISSN | 1752-7589 |
Publisher | Taylor & Francis |
Peer Reviewed | Not Peer Reviewed |
Volume | 2 |
Issue | 4 |
Pages | 261-271 |
DOI | https://doi.org/10.1080/17452007.2006.9684621 |
Keywords | change management, construction projects |
Public URL | https://uwe-repository.worktribe.com/output/1041853 |
Publisher URL | http://www.tandfonline.com/doi/abs/10.1080/17452007.2006.9684621#.UtQClNJdV8E |
Additional Information | Additional Information : Based on a three-year (2001-2004) research project funded by EPSRC under its System Integration Programme, this was a joint project with University of Loughborough and involved the collaboration with an industrial consortium, including Kier Construction, Ballast Plc, WS Atkins, BIW, Infomatrix and Six Continents. On completion, the project was awarded the second highest rating (Tending to International Leading) for its overall quality by peer review. Sun was the Principal Investigator and lead author. He was, jointly with Professor Anumba (Principal Investigator for Loughborough University), responsible for securing the funding and supervising the research work. Fleming and Motawa were the research associates; Senaratne was a PhD student. |