Change Orders and Lessons Learned: Knowledge from Statistical Analyses of Engineering Change Orders on Kentucky Highway Projects

Performance of 3D computers and 3D printed models as a fundamental means for spatial engineering information visualization

“…Supervisors and foremen then become focused on correcting engineering errors and rework instead of planning future work and focusing on crew performance. In the highway construction sector, an analysis of change orders on 610 projects showed that omissions of information led to a 4.53% increase in original contract amount (Taylor et al 2012). With 40% of the total construction cost being in direct and indirect craft labor, there is a need to maximize efficiency and reduce non-value adding activities of the workers (Haas et al 2011).…”

Qualitative analysis of electrical-related change orders on university projects

“…Sun and Meng (2009) [2] provides a taxonomy of change order research, summarizing 101 journal papers that had been published between the years of 1985 and 2006. The change order research tract has been prevalent most likely because, as stated by Taylor et al (2012) [8], "change can make life frustrating for project stakeholders, and many projects experience significant performance degradation because of change." These frustrations are due to the propensity of changes to cause time and cost overruns, disruptions, and disputes [2] as well as being detrimental to contractor productivity [5,7,9,10,11,12].…”

“…Change orders are seen to have many general causes, such as the uniqueness of each project and the difficulty in predicting the future [6], the limited time and money resources available for planning, executing, and delivering projects [9], project complexity, and the inherent uncertainty of financial performance, development funding, and control of costs and schedule on constructed facilities [14]. Specific root causes of change orders are numerous, and can include: design errors, concurrent design and construction, ambiguous design intent, design coordination issues, unexpected site conditions, weather conditions, owner directed changes in scope, project delays/suspensions, project acceleration, hidden site conditions, differing site conditions, premature tender documents, substitution of products from the specifications, force majeure, and contract item overruns [4,6,8,9,15,16,17,18,19,20,21].…”

Impact of Labour Controls on Tipping Point Dynamics in Large Complex Projects

“…System dynamics models have been successfully applied to project management issues including the effect of rework on project performance (Cooper, ,; Love et al ., ; Love and Li, ; Love et al ., , Love et al ., , Love et al ., ; Lee et al ., ), construction firm performance (Ogunlana et al ., ; Tang and Ogunlana, ), failures in fast track implementation (Ford and Sterman, ), poor schedule performance (Abdel‐Hamid, ), schedule risk management (Ford and Bhargav, ), project contingencies management (Ford, ), the planning of fast‐track construction projects (Peña‐Mora and Li, ; Pena‐Mora and Park, ), construction innovation (Park et al ., ), technology development risk (Ford and Sobek, ), change management (Park and Pena‐Mora, ; Lee et al ., , ), concealing rework requirements (Ford and Sterman, ), tipping point dynamics (Taylor and Ford, , ), determination of cost predictors for rework in civil infrastructure projects (Love et al ., ) and the impact of public policy and societal risk perception on nuclear power plant construction (Taylor et al ., ) among others. The methodology's ability to model many diverse system components, processes and managerial decision‐making and actions makes it useful for the current work.…”