Managing Change in Construction Projects

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This research-based book presents new theoretical models and offers practical guidelines that will help construction managers respond more effectively to unanticipated changes in their projects and, in doing so, build learning and capability to better manage future project change situations. Unexpected change - which occurs throughout the design and construction phase - hinders project success and leads to disruptive effects such as time overruns, cost overruns and quality deviations. The appropriate management of change is essential to the minimisation of these damaging effects of inevitable change during construction projects. Managing Change in Construction Projects: A Knowledge-Based Approach offers a new perspective on construction project change by viewing the process of change management as a knowledge-intensive activity, where team members bring their tacit and explicit knowledge into the situation and share, create and capture this collective knowledge for future, enhanced re-use in similar situations. By moving from the information-driven, process-integrated approach to a knowledge-based view, construction teams can successfully resolve and learn from change events, leading to an overall improved performance of the industry. The book will make a significant contribution to our understanding of construction project change by offering new theoretical and practical insights and models grounded in results of case studies conducted within collaborative construction project team settings.
Managing Change in Construction Projects: a knowledge-based approach offers a new perspective on construction project change by viewing the process of change management as a knowledge-intensive activity, where team members bring their tacit and explicit knowledge into the situation; share, create and capture this collective knowledge for future re-use in similar situations. Through this knowledge-based approach, construction teams can successfully resolve and learn from change events, leading to an overall improved performance of the industry. The book will make a significant contribution to our understanding of construction project change by offering new theoretical and practical insights and models grounded in results of case studies conducted within two collaborative construction project team settings. By demonstrating how the social construction of knowledge works in construction settings, the authors challenge the prevailing change management solutions based on 'hard' IT approaches. They put forward a balanced view that incorporates both IT-based and socially constructed approaches to effective management of construction project change. * helps construction managers to improve and learn through the process of construction project change * presents new theoretical models and offers practical guidelines * first research-based book to directly address project change from a knowledge-based perspective * draws on detailed studies with construction companies, including Ballast Construction and Kier Construction. * encourages a move from the information driven, process integrated approach to a knowledge-based view

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"Managing Change in Construction Projects is a book that seems not to know its purpose. It is a beautifully written research publication, but one that presents in the style of a PhD or major research project, and seems well described by the abstract for the first author's thesis, although no such acknowledgement or reference is givens." (Construction Management and Economics, 1 February 2012) "This volume will appeal to advanced students of management theory and high level planners in the building industry." (Book News, 1 March 2011)
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