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Dynamic change management for construction: introducing the change cycle into model-based project management
Cited 77 time in
Web of Science
Cited 91 time in Scopus
- Authors
- Issue Date
- 2003
- Publisher
- Wiley-Blackwell
- Citation
- System Dynamics Review 19(3): 213-242
- Abstract
- In construction, rework (redoing previously completed work) has a considerable impact on project
performance. As a result, construction managers often avoid rework on problematic tasks by
modifying the design and specification of downstream tasks (change). Such a managerial action,
however, can disturb the construction sequence by triggering non-value-adding change iterations
among construction processes, which often contributes to unanticipated schedule delays and cost
overruns. In order to address this challenging issue, different characteristics and behavior patterns
of construction changes are identified, and compared to those of construction rework. Change
impact on project performance is analyzed according to change characteristics, and to discovery
status and time. All research findings are then incorporated into a cohesive dynamic project model.
An application example of the project model demonstrates how model-based change management
can enhance project performance in a real-world setting by providing effective management plans
and policy guidelines. Finally, it is concluded that the model-based approach can be more effective,
when combined with other managerial efforts such as reducing the process time and increasing
the level of coordination among project functions.
- ISSN
- 0883-7066
- Language
- English
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