Owner-requested Changes in the Design and Construction of Government Healthcare Facilities

Okada, Rachel C.; Simons, April; Sattineni, Anoop

doi:10.1016/j.proeng.2017.08.047

Cited by 23 publications

(29 citation statements)

References 5 publications

Supporting

Mentioning

Contrasting

Order By: Relevance

“…Despite extensive research from organisations such as Chartered Institute of Building (CIOB) and Construction Industry Institute (CII) on change management in construction "no unique method is available for avoiding or managing them effectively" (Okadaa, et al, 2017).…”

Section: ) >mentioning

confidence: 99%

“…With regards to project change in relation to the contract type, it is proposed that some contractors provide under-priced bids to secure a project, later recovering the lost value by driving project change, leading to late handover of the project and an overrun on the budget (Okadaa, et al, 2017). It is also discussed by Collins and Parish (2014) that change orders are required to make a Design Bid Build (DBB) project match the clients' actual requirements (Collins and Parish, 2014).…”

Section: Lifecyclementioning

confidence: 99%

“…It was concluded by Collins and Parish (2014) that owner requested changes on the DBB case study project they examined, could have been largely mitigated through the use of an IPD project due to the early involvement from the client, leading to a lesser requirement for change in order to meet their needs after the contract has been set (Collins and Parish, 2014). Items from lessons learnt and best practices reviews following the completion of a project can be split into three categories viz: (i) planning; (ii) design and management; and (iii) construction (Okadaa, et al, 2017). Further analysis on: "the impact of owner-requested changes and possible prevention and mitigation strategies is needed" (Okadaa, et al, 2017).…”

Section: Lifecyclementioning

confidence: 99%

“…Items from lessons learnt and best practices reviews following the completion of a project can be split into three categories viz: (i) planning; (ii) design and management; and (iii) construction (Okadaa, et al, 2017). Further analysis on: "the impact of owner-requested changes and possible prevention and mitigation strategies is needed" (Okadaa, et al, 2017).…”

Section: Lifecyclementioning

confidence: 99%

“…Despite extensive research conducted in this area, there are no effective or unique management methods available for avoiding and managing change (Okadaa et al, 2017). Alternative perspectives and approaches to change may however provide clients with flexibility and a more positive experience during the construction stage (McGraw Hill Construction, 2014).…”

Section: Introductionmentioning

confidence: 99%

See 4 more Smart Citations

The antecedents of construction project change: an analysis of design and build procurement application

Smith

Edwards

Martek

et al. 2021

JEDT

View full text Add to dashboard Cite

Purpose This study aims to excoriate, define and delineate the main drivers of “change” in commercial construction projects and generate guidelines on how to minimise exposure to the associated adverse effects upon project stakeholders. Design/methodology/approach The research adopts mixed doctrines through a combination of epistemological lenses, embracing two primary philosophical stances: interpretivism, to identify the primary drivers of change based on a systematic literature review and a post-positivist, inductive approach to analyse the results of change within a Joint Contracts Tribunal (JCT) Design and Build (D&B) construction project case study. Findings The causal nexus of change during the construction phase is assessed and delineated; the key affecting factors are thematically grouped under headings: extent and severity; time in relation to implementing; instigating party; individual(s) responsible for managing the change; reason for the change; available resource; recoverable or non-recoverable; contract/project type; and type of client. Following this, the effects of change on key elements of the project are encapsulated and recommendations for adaptations which may provide improved experiences are offered. Originality/value The study tackles the common issue of managing the deleterious effects of change on commercial construction projects, defining management techniques to minimise stakeholder tribulation.

show abstract

Section: ) >mentioning

confidence: 99%