Project Change Management System

Ibbs, C. William; Wong, Clarence; Kwak, Young Hoon

doi:10.1061/(asce)0742-597x(2001)17:3(159)

Cited by 137 publications

(91 citation statements)

References 5 publications

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“…Erdogan, Anumba, Bouchlaghem and Nielsen (2005) pointed out that changes will never disappear, therefore the best alternative is to manage them to prevent negative consequences. Ibbs et al, (2001) on their part concluded "that the litmus test for successful management should not be whether project was free of change orders, but rather, if change orders were resolved in a timely manner to the benefit of all the parties and the project".…”

Section: Research Backgroundmentioning

confidence: 99%

Change Order Management Factors in Building Projects in Northern Nigeria

Kolawole¹,

Peter²,

Gerryshom³

2015

ASS

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A change is an amendment or addition with respect to the original plans, specification or other contract documents and vital factor in construction project management. A change order is an instruction from an employer approving a change. Construction projects in Nigeria have suffered deleteriously as a consequence of extensive change orders, which has manifested in cost and time overruns, disputes, arbitration, litigation and even the abandonment of projects and this negatively impacts on the efficiency of the Nigerian construction industry.This paper explore the extent change order management strategies correlate with overall building project in Nigeria. Thirty strategies for managing change order were identified through intensive literature search. Twenty -one factors peculiar to the Nigerian construction industry were used to develop a questionnaire. A total of 323 questionnaires were administered through stratified random sampling to respondents in the cities of Abuja, Kano and Bauchi. The study targeted construction Consultants namely Architects, Quantity Surveyors Building Engineers, Service Engineer (Electrical & Mechanical), Contractor and Building owners in three sub-study cities. The study recorded an overall response rate of 80.8 %. Using SPSS version 22, the questionnaire was subjected to reliability test. Statistical analysis was used using average index; spearman correlation coefficient; factor analysis and multiple regression were used to analysis data from survey questionnaire. The study reveal that change orders are better manage at the design stage and that clear and thorough project brief, better initial planning and thorough detailing of design are the three topmost management strategies. The study established that overall project success is impacted by change order management with a R 2 of 0.252, meaning that change order management at the design stage accounts for 25.2% of the variation in building project outcomes. The Spearman's (rho) also show strong agreement among respondents. The study concluded that proper adoption and use of project implementation phase principles by project sponsor, increased effort at the design stage of projects by project participant and allocation of adequate resources to project requirement will help minimize change orders in project delivery in Northern Nigeria

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Section: Research Backgroundmentioning

confidence: 99%

Change Order Management Factors in Building Projects in Northern Nigeria

Kolawole¹,

Peter²,

Gerryshom³

2015

ASS

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“…The first one describes changes occurring in the project itself, e.g., a change of a project goal or its scope. Each addition or deletion to project goals or to project scope is considered to be a change, whether it increases or decreases the project cost, schedule, or quality (Ibbs, Wong, & Kwak, 2001). In PM context, CM may refer to a PM process wherein changes to the scope of a project are formally introduced and approved.…”

Section: Changes Driven By Projectsmentioning

confidence: 99%

Change management in information systems projects for public organizations

Ziemba

Obłąk²

2015

IJIKM

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It can be argued that public organizations, in order to provide the public with sufficient services in the current, highly competitive and continuously evolving environment, require changes. The changes that become necessary are often related to the implementation of information systems (IS). Moreover, when organizations are faced with changes, a change management (CM) process needs to be put in place. CM theories that are currently available to practitioners and academics are often contradictory; they mostly lack empirical evidence and are supported by unchallenged hypotheses concerning the nature of the contemporary CM. The aim of this paper is, therefore, to identify critical success factors (CFSs) for CM in IS projects. In order to reach this aim an explanation of changes in public organizations and the nature of CM are presented. Following this, a framework of CFSs for CM in IS projects are identified based on the literature review. The paper also examines two IS projects and uses them to demonstrate CFSs influencing CM in IS projects in Polish pubic organizations. A discussion of the research findings is provided and the paper concludes with a presentation of the study's contributions and limitations as well as the stream of future work.

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“…Change management is inevitable during projects as goal and scope changes are particularly evident (Hwang & Low 2012;Ibbs, Wong & Kwak 2001;). Internal and external factors influence project change (Love et al 2002).…”

Section: Dynamicsmentioning

confidence: 99%

Conceptualising a multidimensional model of information communication and technology project complexity

Joseph

2017

S. Afr. j. inf. manag.

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Background: Information communication and technology (ICT) projects are different from other projects, such as construction, and require a new perspective to determine their true nature. The lacklustre state of ICT projects has plagued researchers and practitioners for decades as they are yet to understand why ICT projects do not perform. Literature places significant emphasis on success criteria and success factors for determining project success, but this is a unilateral view as the level of complexity involved is underestimated. ICT projects, however, are multifaceted as there are a number of dimensions that influence the management and outcome of a project.Objectives: This article aimed to illuminate how the dimensions are interdependent and interconnected through the construction of a conceptual model of ICT project complexity.Methods: Content analysis was used to identify and understand the various dimensions and facilitated construction of the model.Results: The article identified five dimensions that affect ICT projects, viz. project success, project lifecycle, project complexity, project types and project methods. Each dimension was analysed to understand the key constructs and elements that need to be considered. The dimensions were mapped in a multidimensional model.Conclusion: The multidimensional model of ICT project complexity can be used by ICT project managers to more effectively manage projects as they are provided with a greater understanding of ICT project influences.

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Project Change Management System

Cited by 137 publications

References 5 publications

Change Order Management Factors in Building Projects in Northern Nigeria

Change Order Management Factors in Building Projects in Northern Nigeria

Change management in information systems projects for public organizations

Conceptualising a multidimensional model of information communication and technology project complexity

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