A MODEL FOR IMPLEMENTING & CONTINUOUSLY IMPROVING THE AUTOMATED CHANGE MANAGEMENT PROCESS FOR CONSTRUCTION MEGA PROJECTS

ISARC

*Sh. Karimidorabati, C. T. Haas,

University of Waterloo

200 University Avenue West

Waterloo, ON, Canada N2L 3G1

(*Corresponding author: skarimid@uwaterloo.ca)

J. Gray

Coreworx Inc.

22 Frederick Street, Suite 800

Kitchener, ON, Canada, N2H 6M6

In the construction industry, project changes constitute a major cause of delay, disruption, cost increases, poor quality and unsatisfying performance. They are also known as a main factor of litigation between the owners and constructors. Construction projects are essentially process-based, and with the critical role of Information Technology (IT) in this industry, projects, especially mega projects, are being managed remotely. The volume of data and documents, such as Requests For Information (RFIs), different types of Change Requests (CRs) and Project Change Notices (PCNs), being transferred and exchanged amongst the stakeholders of a project is considerable. The circulation of these documents amongst project stakeholders still heavily relies on two methods or levels for management of change process; Conventional (fully paper-based, Faxes, Snail mails) and Electronic or semi-automated (Email, Internet, PDF files).

These two methods are dependent on human discipline to follow specified processes which often break down because of human nature. This creates serious compliance problems. It is hypothesized here that fully that automated process-based management of change can lead to better compliance, more efficient management of change, and reduction of time and cost of data exchange. An approach of doing this is presented in this paper. Ultimately, its impact should improve project performance. Conclusions are presented on time savings and improved compliance.
Keywords: Change; Process; Processes; Projects; Management; Construction; Model; Models; Information; Systems;
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