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What is Change?
Different impact
Organisational Functional Operational
Lewins Model ?
Supporting Constraining
Involve people in getting it to work, listen to their concerns, talk about your own concerns, decide what to do about them. Accept what cannot be changed and make the best of it.
Use an outsider to discover precisely how and why communications are not working. Then devise small specific steps to improve.
How to create a positive culture where people pull together without being directed?
Set up top team building activities to create a clear strategy and attractive vision for the future. Involve all the office members in developing the vision and strategy, identifying obstacles and overcoming them.
Remember people are not resisting you, they are scared of change or its implications. Show you understand this, listen and explain.
Decide which will changes provide the most value to you. Concentrate on those. Argue about and resist changes which take your eye off the ball. Don't get distracted by trivia. Root out time wasting activities.
Take time as a group to decide what changes in the pattern of imposed change are required. Think about what is important to the person who can make the required modifications. Present proposal emphasising the benefits to him/her.
Involve people in deciding on or implementing the changes. Explain the case for the change. Sell the benefits to them.
Be models communicating clearly and directly upwards and listening supportively to those reporting to you. Communication is often easier in small (4 to 6) groups.
Take some yourselves visibly, show appreciation to reward what you want to happen. Avoid putting down risk taking. Say that you want it.
Changes are inevitable in construction projects. Change management is a critical problem faced by the construction industry. The effort of managing change orders has imposed a huge burden on project management.
Changes are identified as the major cause of project delay, cost overruns, defects, or even project failure. More seriously, playing games on changes cause serious ethical problems and disputes in the industry.
The complication, during a construction project, many decisions have to be made, often based on incomplete information, assumptions and personal experience of the construction professionals. Change is a common denominator in all construction projects, though the size, scope, and complexity of projects may vary significantly from case to case.
Kinds of Changes
Re-work Change order Construction Change Directive (CCD)
Re-work
Re-doing a process or activity that was incorrectly implemented Quality defects, Variance, Negligence and poor design Pure waste
Change order
Common to most projects Changes that are generally unanticipated Scope of change from the owner, design/technological change from the architect Cost and /or time changes caused by supplier problems Design errors Material and operational failures Unsatisfactory site conditions To be negotiated case by case and require a documented agreement
CCD
Change in the contract scope issued by owner Disputable change orders
Generic Process
Identify changes Evaluate and propose Approve changes Implement changes Analyse changes