结构化的变更过程允许公平的、增值的决策

在建筑行业, the unfortunate reality is that a substantial majority of projects fail to meet their cost and schedule objectives. 改变, 或者更具体地说，无法有效地管理变更, 项目成功不一致的常见原因是什么. A robust change management process needs to start prior to project kickoff and follow throughout the lifecycle from design through construction.

A construction project may span several years from concept and completion. In that time, there are many opportunities for changes to be introduced into the project, such as:

• 范围(增加、删除或修改工作范围)
• People (new project team members and stakeholders with different perspectives, 方法和优先事项)
• External factors (supply chain disruptions and material substitutions)
• Cost (changing market conditions and business rationale affecting the budget)
• Data (new information learned along the way that changes the project approach)

The reality is that experiencing change during a project is inevitable. While a well-planned project certainly increases the likelihood of success, 它不能免于意外变化的不利影响. 不可能解释每一个假设情景. Therefore, successful projects utilize a framework for proactively managing changes. 以这种方式, 他们可以识别变化, 评价他们, 然后从一个受过教育的立场上采取行动, 从而提供敏捷性和控制性.

The impacts of uncontrolled changes have been studied and quantified. 建造业学会 执行 一个分析 这产生了一些有趣的结果. 关键要点是:

• “What appears to be a decline in productivity is actually work hours expended on unrecognized items of work.”
• 许多变化的特点是“设计开发和。 ... 很难定义.”
• “项目 cannot endure numerous changes that amount to a significant proportion of the original scope without suffering a significant decline in overall cost performance.”

The data support what seems intuitive; the more uncontrolled changes on the project, 项目的性价比越差. This is true both for changes impacting the design phases as well as the construction phases of a project, 尽管在施工阶段影响更大.

建设, 和其他学科一样, is a service industry and we often have clients who are under tremendous pressure. 想要满足每一个小的要求是很容易的, 尤其是在设计阶段, 当它可能是一个简单的文档更新. Conflict is no fun, and people generally try to find ways to avoid it. How many times has a simple modification been accommodated because doing it is easier than pushing back? 然而, many times that small accommodation can backfire and lead to larger impacts because it wasn’t fully thought out or evaluated as a part of the larger effort. 或者，这可能是许多小请求累积起来的趋势的一部分. 无论哪种方式，不受控制的变更都可能使项目脱轨.

那么，怎样才能增加项目成功的机会呢? It starts with developing a robust written project plan that clearly defines the starting point of scope and deliverables, 以及如何管理变更. The written plan gives a framework to the items that tend to derail projects. 如何识别变更? 他们是如何被评估的? 谁有权批准或拒绝这些更改? If the changes are approved, how are impacts on cost, scope, and schedule updated and communicated? These are all simple concepts in theory but are much more nuanced to manage when many people, 个性, 公司也参与其中. Having this structured process in place allows for decisions that add value to the project and are objectively fair to all parties.

改变不是坏事. 正相反, changes can often be very good for a project as new information is learned and priorities shift, 只要他们协调得好，沟通得好.

当然, 细节决定成败, and not every project team effectively manages changes in a manner appropriate for its unique circumstances. That is why it is critical to work with an organization that is skilled at construction project execution and can ensure a robust change management process.

作为业内领先的设计建造公司, 澳门足彩app’s team of project professionals can guide your project to a successful outcome. 安排一次咨询 看看哈斯克尔能为你做些什么!

作者简介: 迈克尔·亚设 是哈斯克尔生命科学部的运营总监. He is a credentialed Project Management Professional (PMP) from the Project Management Institute (PMI) and a Certified Project Manager (CPM) from the Project Management Leadership Group (PMLG). He holds a Bachelor of Science Degree in Chemical 工程 from Washington University in St. 路易.