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As our course has shown, best practices in managing change in a construction project involves iteration after iteration of involvement and a continual reinforcing of trust and communication. Without these aspects of a project in place and solidified to the foundational culture of a project, change itself has the potential to derail even the best-managed project teams. The text and lectures in class pertaining top change management have also strongly implied the need for clear autonomy and transparency, including the development of trust within and between teams and individuals. Yet in Effective Management of Project Change Orders (Douglas, 2003) these critical factors are not mentioned and there is no implied or expressed infusion of trust into the overall structure of change orders and more specifically, change management. Instead the author continually concentrates on scope, time and budget as the three most critical triangulating factors in defining the overall performance of a project over time. This nearly becomes myopic in the context of the cited article as the framework concentrates only on those aspects that are the most quantifiable and measurable while ironically leaving out the most costly and ironically, least quantifiable aspects of managing change in a project (Douglas, 2003). The only aspects of the cited research that deviate from this highly quantified view of change management is the mention of stakeholders and the development of an effective interaction and listening system. Only then does the very rigid taxonomy and triad models defined...
A first step in defining this taxonomy is the definition of reason codes including design codes, owner requested changes, underlying causal conditions of project management, quantifiable changes in market conditions, changes in stakeholder requirements, and continual improvement of the project and change management process (Doyle, Molnar, Brown, 2008). All of these factors are essential for creating a more effective taxonomy of change orders.
Conclusion
Change orders defy being reduced to an equation or series of abstracts and frameworks. Triad constraints that every project have form a suitable foundation (Douglas, 2003) yet lack the advanced depth of taxonomy definition and resulting change management planning and execution needed to implement change orders without impacting overall project deadlines (Doyle, Molnar, Brown, 2008).
References
Douglas, Edward E., I.,II. (2003). Effective management of project change orders. AACE International Transactions,, PM111-PM114.
Doyle, J.T., Molnar, M.M., & Brown, R.B., P.E. (2008). Lessons learned on reducing change orders. AACE International Transactions,, OW21-OW29,OW210-OW216.
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