Beruflich Dokumente
Kultur Dokumente
IN CONSTRUCTION INDUSTRY IN
INDIA
• The modifications are carried out for many reasons including changes made by the
client, consultant and due to design errors.
• Most of change orders issued during the construction period are due to time and cost
overruns, disruption, and disputes.
• Change orders cause confusion and lead to detrimental effect on the environment.
OBJECTIVE
To investigating
• causes of variations
• The most important effects of change orders on the project were found to
be the schedule delays, disputes, and cost overruns.
• The contractor was found to be the party most benefiting from the change
orders followed by the consultant and then the client.
2.CHANGE ORDERS AND LESSONS LEARNED: KNOWLEDGE FROM
STATISTICAL ANALYSES OF ENGINEERING CHANGE ORDERS ON KENTUCKY
HIGHWAY PROJECTS ET AL. TAYLOR1 (2012)
• The leading causes of change orders within the state consistently included
contract omissions, owner -induced enhancements, and contract item
overrun.
3.VARIATIONS AND CHANGE ORDERS ON CONSTRUCTION PROJECTS ET
AL. SERTYESILISIK (2010)
• The results of this research show that percent change, type of trade,
estimated and actual peak manpower, processing time of change,
overtime, overmanning, and percent change related to design issues are
the main factors contributing to the project impact.
5.CAUSES OF VARIATION IN CONSTRUCTION PROJECT TASK
STARTING TIMES AND DURATION ET AL . WAMBEKE (2011)
• A survey was floated to workers, foremen, and project managers to identify
the most prevalent causes and magnitude of both starting time and task
duration variation.
• The findings will help construction project managers and field managers
focus on the root causes of variation during planning in order to develop
effective strategies to reduce variation and improve project productivity
performance.
SUMMARY
• Important causes
Additional works
Modifications to design
Contract omissions,
Owner -induced enhancements
Contract item overrun
Over manning
• Important effects
Schedule delays
Disputes
Cost overruns
• Important remedies
Root causes of variation during planning
Develop effective strategies to reduce variation and improve project
productivity performance
METHODOLOGY
• CASE STUDY
Based on case-study.
• QUESTIONNAIRE
Consists of 4 sections
Likert scale (1 to 5)
o 1 - (Strongly agree)
o 5 - (Strongly disagree)
REFERENCES
• Hanna, Awad S., et al. "Quantitative definition of projects impacted by
change orders." Journal of Construction Engineering and Management 128.1
(2002): 57-64.
• Wambeke, Brad W., Simon M. Hsiang, and Min Liu. "Causes of variation in
construction project task starting times and duration." Journal of construction
engineering and management 137.9 (2011): 663-677.
• Keane, Patrick, Begum Sertyesilisik, and Andrew David Ross. "Variations and
change orders on construction projects." Journal of legal affairs and dispute
resolution in engineering and construction 2.2 (2010): 89-96.
• Taylor, Timothy RB, et al. "Change orders and lessons learned: Knowledge
from statistical analyses of engineering change orders on Kentucky highway
projects." Journal of Construction Engineering and Management 138.12
(2012): 1360-1369.
• Alnuaimi, Ali S., et al. "Causes, effects, benefits, and remedies of change
orders on public construction projects in Oman." Journal of Construction
Engineering and Management 136.5 (2009): 615-622.
THANK YOU