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A change management toolkit for construction projects

Yeoh, Mei Lin; Sun, Ming; Fleming, Andrew; Motawa, Ibrahim; Senaratne, Sepani

Authors

Mei Lin Yeoh

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
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Peer Reviewed Not Peer Reviewed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.


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