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.

3.5.3.1.2. Design Discrepancies.