چکیده:
Changes are inevitable in construction projects. They could lead to disruptive impacts on the quality, schedule and budget of projects. Identifying changes and anticipating their consequences can help project teams mitigate these negative impacts. As a result, a change process model has been defined to improve this procedure. At first the present paper the defines some of the key terms in this process and aims at depicting a clear image of these definitions as they are fundamental and can lead to vague assumptions. The causes and effects of change have been described in a precise and brief manner. Both qualitative and quantitative methodologies were utilized in this research, which includes 8 open-ended and 16 close-ended questions. The results clearly showed that there is not a change management procedure available in the Iranian construction industry; therefore, the existence of such procedure is vital in order to achieve the contractual obligations of time, cost and quality. Finally, a change process model tailored to the requirements of Iranian construction industry has been defined in some details. Several aspects of proposed change management process for developing a proactive and improving procedure have also been presented in the final section. This paper aims at providing a platform for employing change management practices in large organizations in Iran with a concise review of the available studies carried out in the past few year
خلاصه ماشینی:
The results clearly showed that there is not a change management procedure available in the Iranian construction industry; therefore, the existence of such procedure is vital in order to achieve the contractual obligations of time, cost and quality.
Keywords: Change, Change order, Change notice, Start up, Change management, Process model INTRODUCTION During the development phases of every construction project, many decisions have to be made based on the assumptions, incomplete information and personal experiences (Hao et al.
The results of open- ended questions in this section made it crystal clear that most of the interviewees believed that the management level of construction companies in Iran shall accept the change management procedure as a beneficiary tool which can help their organizations dramatically in order to achieve the cost, schedule and quality required by contract and would avoid further claims and disagreements.
/ Figure 3: Generic project management process (CIRIA, 2001) CONCLUSION The results of the interviews clearly depicted that implementing a practical and standard change management procedure for the construction industry of Iran is essential.
Proactive and Improving Change Control System Analyzing the results of interviews on one hand and the data acquired by doing an in-depth research on a case study on the other, helped the author to tailor the change management procedure to meet the Iranian construction industry requirements.