Using systems dynamics to better understand change and rework in construction project management systems

Love, Peter E.D.; Holt, Gary David; Shen, Liyin; Li, Heng; Irani, Zahir

doi:10.1016/s0263-7863(01)00039-4

Cited by 244 publications

(172 citation statements)

References 17 publications

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“…Sun and Meng [1] conducted a literature review that synthesizing on project change causes and effects so as to develop taxonomy for change causes and change effects in construction projects. A study by Love et al [2] indicated that project changes may arise due to the influences of both internal and external elements. Similarly, Alaghbari et al [27] highlighted that the causes for delay in construction projects are external causes and internal causes.…”

Section: Causing Factors Of Design Changes In Building Constructionmentioning

confidence: 99%

“…Similarly, Alaghbari et al [27] highlighted that the causes for delay in construction projects are external causes and internal causes. Love et al [2] described how changes and their actions or effects which are known as dynamics can impact the project management systems. The dynamics can be classified into internal and external factors which are adapted in this paper.…”

Section: Causing Factors Of Design Changes In Building Constructionmentioning

confidence: 99%

“…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%

“…Frequent changes have often caused time delays and cost overruns [1]. These changes over and over again lead to rework [2] which can degrade the project performance [3]. Without proper change management strategy [4], undesired design changes will result in unexpected rework which lead to delays and disruptions [5].…”

Section: Introductionmentioning

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: Causing Factors Of Design Changes In Building Constructionmentioning

confidence: 99%

Section: Causing Factors Of Design Changes In Building Constructionmentioning

confidence: 99%

“…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: Introductionmentioning

confidence: 99%

See 3 more Smart Citations

A Conceptual Framework for Managing Design Changes in Building Construction

2016

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Moving beyond the organizational ceiling: Do construction accident investigations align with systems thinking?

Woolley

Goode

Salmon

2018

Hum Ftrs & Erg Mfg Svc

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Serious accidents within the construction industry continue to represent an unacceptable global problem. The aim of this study was to consider the types of actors, factors, and relationships that are identified in construction investigations in a sample of Australian organizations. Based on a thematic analysis approach, we examined the actors, contributory factors, and corrective actions identified within 100 construction accident investigation reports. The extent to which these aligned with the principles of contemporary accident causation theory and the benefits associated with adopting a system-wide approach were then assessed. Overall, the results demonstrate that accident analysis in construction has not moved beyond a human error focus and does not presently identify multiple actors and contributory factors or the interactions between them.The findings of the study offer important implications for the industry and highlight the opportunity for the adoption of systems theory-based approaches to construction accident investigation and analysis.

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Project Leadership Influences Resistance to Change: The Case of the Canadian Public Service

Lundy

Morin

2013

Project Management Journal

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■This article analyzes how leadership affects resistance to change in projects. Using Dulewicz and Higgs' (2005) leadership framework in the context of the Canadian Public Service, types of resistance and factors influencing them were listed, leading to the identification of competence areas for the project manager. It was found that an engaging leadership style, developed through proper training, effectively reduced resistance to change. Other factors, such as the inclusion of affected people in the decisions, as well as a formal project management methodology, were instrumental in reducing resistance. Finally, upper management support was identified to be a mandatory success factor.

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Using systems dynamics to better understand change and rework in construction project management systems

Cited by 244 publications

References 17 publications

A Conceptual Framework for Managing Design Changes in Building Construction

A Conceptual Framework for Managing Design Changes in Building Construction

Moving beyond the organizational ceiling: Do construction accident investigations align with systems thinking?

Project Leadership Influences Resistance to Change: The Case of the Canadian Public Service

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