Changes in construction projects
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Mohamed Abdalla Hamed, a projects manager, discusses the significance of managing changes, or variations, in construction projects in the UAE. He outlines the causes of changes, the impact they have on project parameters, and strategies for effective project management to minimize scope creep. The presentation emphasizes the importance of clear communication and stakeholder management during the change process to achieve successful project outcomes.
Changes in construction projects
- 1. Mohamed Abdalla Hassan Hamed Msc,MBA,PMP,PQP Projects Manager Changes “Variations“ in Construction Projects .
- 2. I am more than glad to be your speaker for the next 45 minutes
- 3. MOHAMED ABDALLA Projects Manager, Public Speaker MSC,MBA, PMP,PQP +971508143450 pm@ace.ae
- 4. The construction industry is one of the most important sectors in United Arab Emirates, So it is essential to know the ingredients for success of construction projects in UAE. While construction project is unique, projects differ in objectives, size, budget, timeline and complexity, but we may find some common features such as changes and risks concerns.
- 5. In Construction Field How many projects we completed without changes?
- 6. Agenda What is a Change Why change occur Causes of change How PM should lead the change
- 7. Change is good or bad ?
- 8. Changes Changes in construction projects can be defined as any additions or deduction to project objectives or project scope are considered to be unplanned changes, whether they have positive or negative impact on the project parameters ; cost, time or quality
- 9. Why we Focus on changes ?
- 10. 1- Client / Engineer / Contractor Direct Change ‘’ Variations’’ 2- Constructive Changes ‘’ Variations’’ 3- Differing Site Conditions 4- Directed Suspension of Work 5- Constructive Suspension of Work 6- Force Majeure 7- Delays 8- Directed Acceleration 9- Constructive Acceleration 10- Termination for Convenience 11- Termination for Default The most common reasons of Claims / Disputes
- 11. Scope It is the project manager’s duty to balance and achieve these three often-competing goals. The Triple Constraint of Project Management
- 12. Scope The Triple Constraint of Project Management
- 13. When changes can occur ? During the planning
- 16. Project Lifecycle & Cost of change Change VS Cost
- 17. Change VS Cost
- 18. The nature of construction projects is very complex due to many variables ,Human and nonhuman factors, as well as construction project need a long time for execution ,some of them continue to a several years Why changes occur ?
- 19. Just one more thing We still needCan we add one more thing But we need this We still need But we need this too
- 21. Support or Resist changes ?
- 22. How to avoid scope creep as a project manager ?
- 23. 2 3 41 Successful project Manager How to avoid scope creep as a project manager ?
- 24. 4 Successful project Manager How to avoid scope creep as a project manager ? Say NO if the change is Optional
- 26. Causes of changes (Variations) Client Engineer Contractor External Factors
- 27. Causes of changes (Variations) • inadequate requirements , Funding problems, insufficient project objectives Client Engineer Contractor External Factors
- 28. Causes of changes (Variations) Errors or missing in the design , conflict among contract documents , Delay in material or shop drawings approval Client Engineer Contractor External Factors
- 29. Causes of changes (Variations) Poor procurement plan for long lead items, Financial problems Client Engineer Contractor External Factors
- 30. Causes of changes (Variations) Client Engineer Contractor External Factors Changes in Marketplace , Changes in weather conditions
- 31. How PM Lead a change No Change
- 32. Look at the impact of changes a) Assess the change. b) Look for options. c) Change is approved or rejected. d) Update the status of the change in the change control system. 2. Identify changes. 7. Manage stakeholder’s expectations by communicating the change 4. Create change request 3. Look at the impact of the change. 1. Prevent the root cause of change. + + + - + + 6. Adjust the project management plan, Project Documents, Baselines. 5. Perform Integrated change control + - Steps of the project changes
- 33. Change lifecycle CCB = Change Control Board
- 35. Change Goals ● Realistic ● Measurable ● Specific ● Time bound Smart Goals ● Agreed upon
- 36. Changes results in Time Variations. (Extension of Time) (EoT) Cost Variation. (Additional Cost) Extension of time Additional Cost
- 37. The Flow of Variation resolution Negotiation DABNegotiation DAB= Dispute Adjudication Board See you in
- 38. Typical sequence of Dispute Events envisaged in Clause 20 DAB: the persons so named in the contract or other persons appointed under sub-clause (appointment of the dispute adjudication board)
- 40. A C E B D Float Who own The Float ?
- 41. 6.5 Develop Schedule One of the most common Dispute ? 6.5.2.2 Critical Path Method (CPM) Free Float Total Float A B C D
- 42. Client Contractor The project Who own The Float ?
- 43. THANK YOU FOR ATTENDING THE PRESENTATION Please don't forget to collect your CPD certificate during the event from the CPD collection area.