Statistical analysis of causes for change orders in metropolitan public works

Hsieh, T. Y.; Lu, Shih-Tong; Wu, Chao

doi:10.1016/j.ijproman.2004.03.005

Cited by 111 publications

(92 citation statements)

References 4 publications

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“…Change of work rules/regulation by the government agencies, neighbourhood communities and coordinating with utility systems as some of the external factors described in Hsieh et al [55]'s study. In separate study, Sun and Meng [1], Chang et al [15], Wu et al [44] and Chang [57] also recognized change orders owing to legislative or policy changes as critical external factor.…”

Section: External-related Causesmentioning

confidence: 94%

“…Design-related [1], [14], [15], [17], [19], [21], [27], [41], [42], [44], [47]- [54] iii. Project-related [2], [21], [26], [55], [56] iv. Contractor-related [1], [21], [27], [44], [50] B.…”

Section: Classification Of Causing Factors Of Design Changesmentioning

confidence: 99%

“…Contractor-related [1], [21], [27], [44], [50] B. External Factors i. External-related [1], [2], [15], [26], [27], [44], [55], [57]- [59] …”

Section: Classification Of Causing Factors Of Design Changesmentioning

confidence: 99%

“…Kaming et al [14] describe the magnitude of design changes depend upon pre-design site investigation, the completeness of working drawings available at the time of proposal and unpredictable circumstances during construction. Consultant's inability [55], design omission [15], [27], incomplete drawings [17], design errors [51] and quality of design [44] caused cost and schedule increases. Design changes constitute a major cause of failure in coordination of design information [28].…”

Section: Design-related Causesmentioning

confidence: 99%

“…Project specific dynamics include location conditions [2] and underground conditions [21], [26], [55]. The inherent site conditions of a project will affect the project performace [56].…”

Section: Project-related Causesmentioning

confidence: 99%

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A Conceptual Framework for Managing Design Changes in Building Construction

2016

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Abstract. Design changes have always been an innate feature of the construction industry. Despite the various project management techniques, many building construction projects still fail to achieve their time and cost objectives. This paper aims to focus on design changes as a major cause of time delays and cost overruns. It seeks to discuss the causing factors of design changes in building construction projects and highlighting the resulting rework that is detrimental to project performance. Hence, this paper also aims to present a conceptual framework which was developed to better manage design changes through clued-up management decision to avoid future claims and disputes. Recent and current literature is examined and reviewed. The review approach was based on related literature to identified themes. The existing literature is summarised into five discrete themes of "design changes", "rework", "time and cost overruns", "communication" and "decision-making". The synthesised literature is subsequently utilised in the development of conceptual map which provided the direction for designing the conceptual framework. Extensive review of preceding studies on causes of time and cost overruns reveals that design changes is identified as one of the significant factors. However, there are limited studies in this domain. The discussion presents a knowledge gap of linking design changes and rework with decision-making in project management. This finding suggests the need for further empirical study. The framework stresses the importance of communication and management decision as the control mechanism. Researchers and practitioners in construction management field will find this study useful in understanding the causing factors of design changes and its detrimental impacts to project performance which risk the project to claims and disputes. The conceptual framework presents an imperative outcome to encourage further research in developing conceptual causal model of design changes which shows the key causal variables and their feedback loops.

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Section: External-related Causesmentioning

confidence: 94%

“…Design-related [1], [14], [15], [17], [19], [21], [27], [41], [42], [44], [47]- [54] iii. Project-related [2], [21], [26], [55], [56] iv. Contractor-related [1], [21], [27], [44], [50] B.…”

Section: Classification Of Causing Factors Of Design Changesmentioning

confidence: 99%

“…Contractor-related [1], [21], [27], [44], [50] B. External Factors i. External-related [1], [2], [15], [26], [27], [44], [55], [57]- [59] …”

Section: Classification Of Causing Factors Of Design Changesmentioning

confidence: 99%

Section: Design-related Causesmentioning

confidence: 99%

“…Project specific dynamics include location conditions [2] and underground conditions [21], [26], [55]. The inherent site conditions of a project will affect the project performace [56].…”

Section: Project-related Causesmentioning

confidence: 99%

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A Conceptual Framework for Managing Design Changes in Building Construction

2016

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A Holistic Categorization Framework for Literature on Engineering Change Management

Hamraz

Caldwell

Clarkson

2013

Systems Engineering

124

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Engineering changes are inevitable and might propagate within and across multiple boundaries. Their management has increasingly become relevant within the interdisciplinary field of systems engineering. A few literature categorization frameworks arising from literature reviews have been proposed to structure the research field of engineering change management. However, the literature reviews are limited in scope, and the existing categorization frameworks do not provide sufficient coverage of the research field in its broader context. This paper addresses both shortcomings. First, a new, holistic and process-oriented literature categorization framework is proposed. Second, this proposed framework is used to categorize a comprehensive list of 427 publications in engineering change management. This categorization highlights not only research areas which have gained much attention, but also those where little research has been done. Third, a citation analysis is conducted which reveals the links between the publications and indicates the most cited publications. The result of this paper will help researchers and managers to (1) navigate through the state of the art in engineering change management, (2) position their work in the overall picture of engineering change management, (3) focus on the identified research gaps and weak points, and (4) search for further research and improvement opportunities. 473 Regular Paperalong the EC process. Second, it provides a relatively complete picture of research in ECM by positioning 384 journal articles and conference papers and 43 books, book sections, and reports in the proposed framework. Third, it presents a citation analysis for selected publications of the core ECM categories. The paper is structured in five remaining sections. Section 2 provides the background for the proposed categorization framework by defining EC and ECM and elaborating existing literature reviews and categorization frameworks. Section 3 introduces the proposed categorization framework. Section 4 presents the literature survey, positioning, and citation analysis; Section 5 discusses those results; and Section 6 concludes the paper.

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Rationalising Public Procurement of Complex Construction Projects by the Price Component Selection

Lahdenperä

2015

International Public Procurement

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Statistical analysis of causes for change orders in metropolitan public works

Cited by 111 publications

References 4 publications

A Conceptual Framework for Managing Design Changes in Building Construction

A Conceptual Framework for Managing Design Changes in Building Construction

A Holistic Categorization Framework for Literature on Engineering Change Management

Rationalising Public Procurement of Complex Construction Projects by the Price Component Selection

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