Nova Publishers
My Account Nova Publishers Shopping Cart
HomeBooksSeriesJournalsReference CollectionseBooksInformationSalesImprintsFor Authors
            
  Top » Catalog » Books » Science and Technology » My Account  |  Cart Contents  |  Checkout   
Quick Find
  
Use keywords to find the product you are looking for.
Advanced Search
What's New? more
Theory of Literature
$270.00
Shopping Cart more
0 items
Information
Shipping & Returns
Privacy Notice
Conditions of Use
Contact Us
Bestsellers
01.Fuel Cell Performance
02.Power Systems Applications of Graph Theory
03.Particle Swarm Optimization: Theory, Techniques and Applications
04.Reactor Powder Morphology
05.Built Environment: Design, Management and Applications
06.Case-Based Reasoning: Processes, Suitability and Applications
07.Computational Techniques: The Multiphase CFD Approach to Fluidization and Green Energy Technologies (includes CD-ROM)
08.Electroporation in Laboratory and Clinical Investigations
09.Mobile User Interface Analysis and Design: A Practitioner's Guide to Designing User Interfaces for Mobile Devices
10.Probability: Interpretation, Theory and Applications
Notifications more
NotificationsNotify me of updates to IT- Based Project Change Management System
Tell A Friend
 
Tell someone you know about this product.
IT- Based Project Change Management System
Retail Price: $95.00
10% Online Discount
You Pay:

$85.50
Authors: Faisal Manzoor Arain, Southern Alberta Institute of Technology (SAIT), Canada and Low Sui Pheng, National University of Singapore (NUS), Singapore 
Book Description:
The book presents a holistic view of the root causes, effects and controls for project changes. Principles of change management, project change management model, role of IT in project change management, and framework for developing a change management system are discussed. The book provides a better understanding of the corrective measures for reducing changes and when these should be implemented; a better understanding of application of information technology in construction and how it assists in making more informed decisions; and eventually presents an IT based project change management system (PCMS) for the effective management of changes in educational building projects.

Table of Contents:
DEDICATION
ACKNOWLEDGEMENTS

CHAPTER 1: INTRODUCTION, pp. 1-8

1.1 Background
1.2 Significance of Change Management
1.3 Knowledge Gap in the Exiting Body of Knowledge about Management of Changes
1.4 Structure of the Book

CHAPTER 2: CAUSES, EFFECTS AND CONTROLS FOR PROJECT CHANGES, pp. 9-48

2.1 Introduction
2.2 Fundamentals of Changes
2.2.1 Definition of Change order
2.2.2 Classification of Changes
2.2.3 Changes through Project Phases
2.2.4 Basic Characteristics of Change Orders
2.2.5 Elements of Change Orders
2.2.6 Types of Change Orders
2.2.6.1 Bilateral change orders
2.2.6.2 Unilateral change orders
2.2.7 The Parties in Construction Projects
2.2.8 Change Originators
2.3 Causes, Effects and Controls for Change Orders
2.3.1 Potential Causes of Change Orders
2.3.2 Potential Effects of Change Orders
2.3.3 Controls for Change Orders
2.4 Change Management Aspects
2.4.1 Change Order Procedures
2.4.2 Change Order Administration
2.4.3 Change Controls
2.4.4 Change Management System

CHAPTER 3: INDUSTRY’S PERSPECTIVE ON CHANGES IN BUILDING PROJECTS, pp. 49-132

3.1 Introduction
3.2 Questionnaire Survey Results
3.2.1 Sample Size
3.2.2 Response Rate
3.2.3 Data Processing
3.3 Particulars of the Participants in the Survey and their Practices
3.3.1 Developers
3.3.1.1 Profile of the developers
3.3.2 Consultants
3.3.2.1 Profile of the consultants
3.3.3 Contractors
3.3.3.1 Profile of the contractors
3.4 Industry Characteristics
3.4.1 Institutional Building Projects Delivery System
3.4.2 Design for Institutional Building Projects
3.4.3 Average Amount of Change Orders for School Building Projects
3.4.4 Delay in Completion Schedule due to Change Orders
3.4.5 Originator of Change Orders
3.4.6 Project Pricing Type for Institutional Projects
3.4.7 Tender Awarding System for Institutional Projects
3.4.8 Valuation for Change Orders
3.4.9 Changes Implemented without Formal Written Approvals
3.4.10 Working Relationship among Principal Parties
3.4.11 Key Personnel for Institutional Projects
3.4.12 Potential Areas for Changes in Institutional Projects
3.4.13 Driving Factors in Institutional Building Projects
3.4.14 Involvement of the Developer in Institutional Projects
3.4.15 Involvement of User in Institutional Projects
3.5 Causes, Effects and Controls for Changes in School Building Projects
3.5.1 Developers’ Perspective
3.5.1.1 Causes of changes in school building projects
3.5.1.1.1 Errors and omissions in design
3.5.1.1.2 Change in specifications by owner
3.5.1.1.3 Design discrepancies
3.5.1.1.4 Change in specifications by consultant
3.5.1.1.5 Non-compliance of design with government regulations
3.5.1.2 Effects of changes in school building projects
3.5.1.2.1 Increase in project cost
3.5.1.2.2 Additional payment for contractor
3.5.1.2.3 Progress is affected but without any delay
3.5.1.2.4 Completion schedule delay
3.5.1.2.5 Increase in overhead expenses
3.5.1.2.6 Rework and demolition
3.5.1.3 Controls for changes in school building projects
3.5.1.3.1 Thorough detailing of design
3.5.1.3.2 Team effort by owner, consultant and contractor to control change orders
3.5.1.3.3 Continuous coordination and direct communications
3.5.1.3.4 Owner’s involvement at planning and design phases 110
3.5.1.3.5 Written approvals
3.5.2 Consultants’ Perspective
3.5.2.1 Causes of changes in school building projects
3.5.2.1.1 Change of plans or scope by owner
3.5.2.1.2 Unforeseen problems
3.5.2.1.3 Defective workmanship
3.5.2.1.4 Change in specifications by owner
3.5.2.1.5 Safety considerations
3.5.2.2 Effects of changes in school building projects
3.5.2.2.1 Increase in project cost
3.5.2.2.2 Progress is affected but without any delay
3.5.2.2.3 Additional payment for contractor
3.5.2.2.4 Rework and demolition
3.5.2.2.5 Completion schedule delay
3.5.2.3 Controls for changes in school building projects
3.5.2.3.1 Owner’s involvement at planning and design phases 121
3.5.2.3.2 Clear and thorough project brief
3.5.2.3.3 Continuous coordination and direct communication
3.5.2.3.4 Involvement of professionals at initial stages of project 123
3.5.2.3.5 Thorough detailing of design
3.5.3 Contractors’ Perspective
3.5.3.1 Causes of changes in school building projects
3.5.3.1.1 Errors and omissions in design
3.5.3.1.2 Design discrepancies
3.5.3.1.3 Conflicts between contract documents
3.5.3.1.4 Change in design by consultant
3.5.3.1.5 Change of plans or scope by owner
3.5.3.2 Effects of changes in school building projects
3.5.3.2.1 Increase in overhead expenses
3.5.3.2.2 Delay in payment
3.5.3.2.3 Increase in project cost
3.5.3.2.4 Rework and demolition
3.5.3.2.5 Completion schedule delay
3.5.3.3 Controls for changes in school building projects
3.5.3.3.1 Owner’s involvement at planning and design phases 135
3.5.3.3.2 Involvement of contractor at planning and scheduling process 135
3.5.3.3.3 Clear and thorough project brief
3.5.3.3.4 Thorough detailing of design
3.5.3.3.5 Prompt approval procedures
3.5.4 All Parties Responses
3.5.4.1 Rank correlation for causes of changes in school building projects 137
3.5.4.2 Causes of changes in school building projects
3.5.4.2.1 Errors and omissions in design
3.5.4.2.2 Change in specifications by consultant
3.5.4.2.3 Unforeseen problems
3.5.4.2.4 Change of plans or scope by owner
3.5.4.2.5 Design discrepancies
3.5.4.3 Additional causes of changes in school building projects
3.5.4.4 Rank correlation for effects of changes in school building projects
3.5.4.5 Effects of changes in school building projects
3.5.4.5.1 Increase in project cost
3.5.4.5.2 Progress is affected but without any delay
3.5.4.5.3 Additional payment for contractor
3.5.4.5.4 Increase in overhead expenses
3.5.4.5.5 Rework and demolition
3.5.4.6 Rank correlation of controls for changes in school building projects
3.5.4.7 Controls for changes in school building projects
3.5.4.7.1 Owner’s involvement at planning and design phases 158
3.5.4.7.2 Clear and thorough project brief
3.5.4.7.3 Thorough detailing of design
3.5.4.7.4 Continuous coordination and direct communication
3.5.4.7.5 Team effort by owner, consultant and contractor to control changes
3.6 Analysis of Data collected from Source Documents of School Building Projects
3.6.1 The Nature and Frequency of Occurrence of Change Orders for School Projects
3.6.2 Root Causes of Changes in School Building Projects (Analysis of Information collected from Source Documents)
3.7 Most Important Causes, their Frequent Effects and Effective Controls for Changes in School Building Projects
3.7.1 Relative Importance Index for Causes, their Effects and Controls
3.8 Salient Findings of the In-Depth Interviews with the Professionals
3.8.1 Additional Causes, Effects and Controls
3.9 Conclusion

CHAPTER 4: CHANGE MANAGEMENT MODEL, pp. 133-152

4.1 Introduction
4.2 Principles of Change Management
4.3 Conceptual Framework for Management of Change Orders
4.5.1 Knowledge-Base
4.5.1.1 Macro layer
4.5.1.2 Micro layer
4.5.1.3 Effects and controls layer
4.5.2 Graphical User Interface
4.5.3 Decision Support Shell
4.5.3.1 Main panel
4.5.3.2 Building the hierarchy between criterions and controls
4.5.3.3 Rating the controls
4.5.3.4 Selecting the best controls
4.6 Conclusion

CHAPTER 5: PROJECT CHANGE MANAGEMENT SYSTEM (PCMS), pp. 153-208

5.1 Introduction
5.2 PCMS for Management of Changes in Building Projects221
5.2.1 Knowledge-Base
5.2.1.1 Macro layer
5.2.1.2 Micro layer
5.2.1.3 Effects and controls layer
5.2.2 Decision Support Shell
5.2.2.1 Main panel
5.2.2.2 Building the hierarchy between criterions and controls
5.2.2.3 Rating the controls
5.3 Validation of the PCMS for Management of Changes in Building Projects
5.3.1 Verification of the System
5.3.2 Validation of the System
5.3.2.1 Case study 1 - JIHC Our Lady of Good Counsel Primary School 5.3.2.1.1 Team 1
5.3.2.1.2 Team 2
5.3.2.2 Case study 2 - Hunyis Secondary School
5.3.3 Feedback from Professionals
5.3.3.1 Positive feedback
5.3.3.2 Negative yet constructive feedback
5.4 Conclusion


CHAPTER 6: PRACTICAL APPLICATION OF THE PROJECT CHANGE MANAGEMENT SYSTEM (PCMS, pp. 209-214

6.1 Introduction
.2 Practical Application of Research
6.3 Distinct Features of the PCMS
6.4 Beneficial Outcome of the Study
6.5 Future Applications in the Construction Industry

CHAPTER 7: CONTRIBUTION TO CONSTRUCTION INDUSTRY AND RECOMMENDATIONS, pp. 215-222

7.1 Introduction
7.2 Major Contributions of the Study
7.2.1 Major Findings of the Study
7.2.2 Contribution to Knowledge
7.2.3 Contribution to the Construction Industry
7.3 Limitations of the Research
7.4 Recommendations for Future Research Study
REFERENCES, pp. 223

APPENDICES
Appendix A: Request for Approval to Order Variations (RAOV)
Appendix B: Correlation Results of Causes, Effects and Controls
Appendix C: Timeline-based Checklist of the Causes, their Effects and Controls for Project Changes

Index

   Series:
      Education in a Competitive and Globalizing World
   Binding: Hardcover
   Pub. Date: 2011 - 1st Quarter
   Pages: 7 x 10, 277 pp.
   ISBN: 978-1-60741-148-2
   Status: AV
  
Status Code Description
AN Announcing
FM Formatting
PP Page Proofs
FP Final Production
EP Editorial Production
PR At Prepress
AP At Press
AV Available
  
Special Focus Titles
01.Violent Communication and Bullying in Early Childhood Education
02.Cultural Considerations in Intervention with Women and Children Exposed to Intimate Partner Violence
03.Chronic Disease and Disability: The Pediatric Lung
04.Fruit and Vegetable Consumption and Health: New Research
05.Fire and the Sword: Understanding the Impact and Challenge of Organized Islamism. Volume 2

Nova Science Publishers
© Copyright 2004 - 2020

IT- Based Project Change Management System