IT-based project change management system / / Faisal Manzoor Arain and Low Sui Pheng

• Autore: Arain Faisal Manzoor
• Pubblicazione: New York, : Nova Science Publishers, c2009
• Edizione: 1st ed.
• Descrizione fisica: 1 online resource (291 p.)
• Disciplina: 658.4/06
• Soggetto topico: Project management; Organizational change - Management; Information technology - Management; Construction industry - Management
• Altri autori: LowSui Pheng
• Note generali: Description based upon print version of record.
• Nota di bibliografia: Includes bibliographical references and index.
• Nota di contenuto: Intro -- IT-BASED PROJECT CHANGE MANAGEMENT SYSTEM -- CONTENTS -- ACKNOWLEDGMENTS -- FOREWORD -- INTRODUCTION -- 1.1. BACKGROUND -- 1.2. SIGNIFICANCE OF CHANGE MANAGEMENT -- 1.3. KNOWLEDGE GAP IN THE EXISTING BODY OF KNOWLEDGE ABOUT MANAGEMENT OF CHANGES -- 1.4. STRUCTURE OF THE BOOK -- CAUSES, EFFECTS AND CONTROLS FOR PROJECT CHANGES -- 2.1. INTRODUCTION -- 2.2. FUNDAMENTALS OF CHANGES -- 2.2.1. Definition of Change Order -- 2.2.2.Classification of Changes -- Directed Changes -- Constructive Changes -- Cardinal Changes -- Additive Change -- Deductive Change -- Rework -- Force Majeure Change -- 2.2.3. Changes through Project Phases -- 2.2.4. Basic Characteristics of Change Orders -- 2.2.5. Elements of Change Order -- 2.2.6. Types of Change Orders -- 2.2.6.1. Bilateral Change Orders -- 2.2.6.2. Unilateral Change Orders -- 2.2.7. The Parties in Construction Projects -- 2.2.8. Change Originators -- 2.3. CAUSES, EFFECTS AND CONTROLS FOR CHANGE ORDERS -- 2.3.1. Potential Causes of Change Orders -- A. Owner Related Changes -- A.1. Change of Plans or Scope by Owner -- A.2. Change of Schedule by Owner -- A.3. Owner's Financial Problems -- A.4. Inadequate Project Objectives -- A.5. Replacement of Materials or Procedures -- A.6. Impediment in Prompt Decision Making Process -- A.7. Obstinate Nature of Owner -- A.8. Changes in Specifications by Owner -- B. Consultant Related Changes -- B.1. Change in Design by Consultant -- B. 2. Errors and Omissions in Design -- B.3. Conflicts between Contract Documents -- B.4. Inadequate Scope of Work for Contractor -- B.5. Technology Change -- B.6. Value Engineering -- B.7. Lack of Coordination -- B.8. Design Complexity -- B.9. Inadequate Working Drawing Details -- B.10. Inadequate Shop Drawing Details -- B.11. Consultant's Lack of Judgment and Experience. ; B.12. Lack of consultant's Knowledge of Available Materials and Equipment -- B.13. Honest Wrong Beliefs of Consultant -- B.14. Consultant's Lack of Required Data -- B.15. Obstinate Nature of Consultant -- B.16. Ambiguous Design Details -- B.17. Design Discrepancies (Inadequate Design) -- B.18. Noncompliance Design with Government Regulations -- B.19. Noncompliance Design with Owner's Requirement -- B.20. Changes in Specifications by Consultant -- C. Contractor Related Changes -- C.1. Lack of Contractor's Involvement in Design -- C.2. Unavailability of Equipment (Lack of Equipment) -- C.3. Unavailability of Skills (Shortage of Skilled Manpower) -- C.4. Contractor's Financial Difficulties -- C.5. Contractor's Desired Profitability -- C.6. Differing Site Conditions -- C.7. Defective Workmanship -- C.8. Unfamiliarity with Local Conditions -- C.9. Lack of a Specialized Construction Manager -- C.10. Fast Track Construction -- C.11. Poor Procurement Process -- C.12. Lack of Communication -- C.13. Contractor's lack of Judgment and Experience -- C.14. Long Lead Procurement -- C.15. Honest Wrong Beliefs of Contractor -- C.16. Complex Design and Technology -- C.17. Lack of Strategic Planning -- C.18. Contractor's Lack of Required Data -- C.19. Contractor's Obstinate Nature -- D. Other Changes -- D.1. Weather Condition -- D.2. Safety Considerations -- D.3. Change in Government Regulations -- D.4. Change in Economic Conditions -- D.5. Socio-cultural Factors -- D.6. Unforeseen Problems -- 2.3.2. Potential Effects of Change Orders -- 2.3.2.1. Progress is Affected but without any Delay -- 2.3.2.2. Increase in Project Cost -- 2.3.2.3. Hiring New Professionals -- 2.3.2.4. Increase in Overhead Expenses -- 2.3.2.5. Delay in Payment -- 2.3.2.6. Quality Degradation -- 2.3.2.7. Productivity Degradation -- 2.3.2.8. Procurement Delay -- 2.3.2.9. Rework and Demolition. ; 2.3.2.10. Logistics Delays -- 2.3.2.11. Tarnish Firm's Reputation -- 2.3.2.12. Poor Safety Conditions -- 2.3.2.13. Poor professional Relations -- 2.3.2.14. Additional Payments for Contractor -- 2.3.2.15. Disputes among Professionals -- 2.3.2.16. Completion Schedule Delay -- 2.3.3. Controls for Change Orders -- A. Design Stage -- A.1. Review of Contract Documents -- A.2. Freezing Design -- A.3. Value Engineering at Conceptual Phase -- A.4. Involvement of Professionals at Initial Stages of Project -- A.5. Owner's Involvement at Planning and Design Phase -- A.6. Involvement of Contractor at Planning and Scheduling Process -- A.7. Thorough Detailing of Design -- A.8. Clear and thorough Project Brief -- A.9. Reducing Contingency Sum -- B. Construction Stage -- B.1. Clarity of Change Order Procedures -- B.2. Written Approvals -- B.3. Change Order Scope -- B.4. Change Logic and Justification -- B.5. Project Manager from an Independent Firm to Manage the Project -- B.6. Restricted pre-Qualification System for Awarding Projects -- B.7. Owner's Involvement during Construction Phase -- B.8. Avoid Use of Open Tendering -- B.9. Use of Project Scheduling/Management Techniques -- B.10. Comprehensive Documentation of Change Order -- C. Design-Construction Interface Stage -- C.1. Prompt Approval Procedures -- C.2. Ability to Negotiate Change -- C.3. Valuation of Indirect Effects -- C.4. Team Effort by Owner, Consultant and Contractor to Control Change Orders -- C.5. Utilize Work Breakdown Structure -- C.6. Continuous Coordination and Direct Communication -- C.7. Control the Potential for Change Orders to Arise through Contractual Clause -- C.8. Comprehensive Site Investigation -- C.9. Use of Collected and Organized Project Data Compiled by Owner, Consultant and Contractor -- C.10. Knowledge-base of Previous Similar Projects -- 2.4. CHANGE MANAGEMENT ASPECTS. ; 2.4.1. Change Order Procedures -- 2.4.2. Change Order Administration -- Work Breakdown Structure (WBS) -- Market Factor (MF) -- Forensic Scheduling -- Definition of Change Scope -- Change Order Documentation -- 2.4.3. Change Controls -- 2.4.4. Change Management System -- INDUSTRY'S PERSPECTIVE ON CHANGESIN BUILDING PROJECTS -- 3.1. INTRODUCTION -- 3.2. QUESTIONNAIRE SURVEY RESULTS -- 3.2.1. Sample Size -- 3.2.2. Response Rate -- 3.2.3. Data Processing -- 3.3. PARTICULARS OF THE PARTICIPANTS IN THE SURVEY AND THEIR PRACTICE -- 3.3.1. Developers -- 3.3.1.1. Profile of the Developers -- 3.3.2. Consultants -- 3.3.2.1. Profile of Consultant Sample -- 3.3.3. Contractors -- 3.3.3.1. Profile of Contractor Sample -- 3.4. INDUSTRY CHARACTERISTICS -- 3.4.1. Institutional Building Projects Delivery System -- 3.4.2. Designs for Institutional Building Projects -- 3.4.3. HAverage Amount of Change Orders for School Building Projects -- 3.4.4. Delay in Completion Schedule due to Change Orders -- 3.4.5. Originator of Change Orders -- 3.4.6. Project Pricing Type for Institutional Projects -- 3.4.7. Tender Awarding System for Institutional Projects -- 3.4.8. Valuation for Change Orders -- 3.4.9. Changes Implemented without Formal Written Approval -- 3.4.10. Working Relationship among Principal Parties -- 3.4.11. Key Personnel for Institutional Projects -- 3.4.12. Potential Areas for Changes in Institutional Projects -- 3.4.13. Driving Factor in Institutional Building Projects -- 3.4.14. Involvement of the Developer in Institutional Projects -- 3.4.15. Involvement of the User in Institutional Projects -- 3.5. CAUSES, EFFECTS AND CONTROLS FORCHANGES IN SCHOOL BUILDING PROJECTS -- 3.5.1. Developers' Perspective -- 3.5.1.1. Causes of Changes in School Building Projects -- 3.5.1.1.1. Errors and Omissions in Design -- 3.5.1.1.2. Change in Specifications by Owner. ; 3.5.1.1.3. Design Discrepancies -- 3.5.1.1.4. Change in Specifications by Consultant -- 3.5.1.1.5. Noncompliance of Design with Government Regulations -- 3.5.1.2. Effects of Changes in School Building Projects -- 3.5.1.2.1. Increase in Project Cost -- 3.5.1.2.2. Additional Payment for Contractor -- 3.5.1.2.3. Progress is Affected but without any Delay -- 3.5.1.2.4. Completion Schedule Delay -- 3.5.1.2.5. Increase in Overhead Expenses -- 3.5.1.2.6. Rework and Demolition -- 3.5.1.3. Controls for Changes in School Building Projects -- 3.5.1.3.1. Thorough Detailing of Design -- 3.5.1.3.2. Team Effort by Owner, Consultant and Contractor to Control Change Orders -- 3.5.1.3.3. Continuous Coordination and Direct Communications -- 3.5.1.3.4. Owner's Involvement at Planning and Design Phases -- 3.5.1.3.5. Written Approvals -- 3.5.2. Consultants' Perspective -- 3.5.2.1. Causes of Changes in School Building Projects -- 3.5.2.1.1. Change of Plans or Scope by Owner -- 3.5.2.1.2. Unforeseen Problems -- 3.5.2.1.3. Defective Workmanship -- 3.5.2.1.4. Change in Specifications by Owner -- 3.5.2.1.5. Safety Considerations -- 3.5.2.2 Effects of Changes in School Building Projects -- 3.5.2.2.1. Increase in Project Cost -- 3.5.2.2.2. Progress is Affected but without any Delay -- 3.5.2.2.3. Additional Payment for Contractor -- 3.5.2.2.4. Rework and Demolition -- 3.5.2.2.5. Completion Schedule Delay -- 3.5.2.3. Controls for Changes in School Building Projects -- 3.5.2.3.1. Owner's Involvement at Planning and Design Phases -- 3.5.2.3.2. Clear and thorough Project Brief -- 3.5.2.3.3. Continuous Coordination and Direct Communications -- 3.5.2.3.4. Involvement of Professionals at Initial Stages of Project -- 3.5.2.3.5. Thorough Detailing of Design -- 3.5.3. Contractors' Perspective -- 3.5.3.1. Causes of Changes in School Building projEcts. ; 3.5.3.1.1. Errors and Omissions in Design.
• Sommario/riassunto: The book presents a holistic view of the root causes, effects and controls for project changes. Principles of change management, project change management model, role of IT in project change management, and framework for developing a change management system are discussed. The book provides a better understanding of the corrective measures for reducing changes and when these should be implemented; a better understanding of application of information technology in construction and how it assists in making more informed decisions; and eventually presents an IT based project change management system (PCMS) for the effective management of changes in educational building projects.
• Titolo autorizzato: IT-based project change management system
• ISBN: 1-61728-527-7
• Formato: Materiale a stampa
• Livello bibliografico: Monografia
• Lingua di pubblicazione: Inglese
• Record Nr.: 9910962719103321
• Lo trovi qui: Univ. Federico II
• Serie: Education in a competitive and globalizing world series.