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Abstract
Changes in construction projects are inevitable. In order to minimize the impact of
changes on a project, it is imperative to implement change management. This study aims
to assess the status, importance and impact of change management implementation in
the Singapore construction industry. To achieve the objective, a comprehensive literature
review was conducted to gain an in-depth understanding of change management, and a
questionnaire survey was conducted. Analyzing the data collected from 384 projects
submitted by 32 companies, the implementation status was investigated at both company
and project levels, followed by identi cation of key factors that encourage and discourage
companies to practice change management. Furthermore, the importance and impact of
change management in terms of project performances such as cost, time, and quality
were also examined. The analysis results establish that the implementation status in the
Singapore construction industry is relatively low while improvement in project cost, time
and quality performances achieved by the companies that implement change
management tends to be greater than the companies that do not. Recognizing the
implementation status, importance and impacts of change management will be a starting
point to reduce changes that negatively affect project performances, ultimately allowing
the Singapore construction industry to increase opportunities for project success.
Full-text (PDF)
Available from: Bon-Gang Hwang, Feb 06, 2014
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Construction project change management in Singapore: Status, importance and impact (PDF Download Available)
a
Dept. of Building, National University of Singapore, 117566, Singapore
Keppel FMO Pte. Ltd., Golden Agri Plaza, 108 Pasir Panjang Road 118535, Singapore
Received 11 July 2011; received in revised form 5 October 2011; accepted 3 November 2011
Abstract
Changes in construction projects are inevitable. In order to minimize the impact of changes on a project, it is imperative to implement change
management. This study aims to assess the status, importance and impact of change management implementation in the Singapore construction
industry. To achieve the objective, a comprehensive literature review was conducted to gain an in-depth understanding of change management,
and a questionnaire survey was conducted. Analyzing the data collected from 384 projects submitted by 32 companies, the implementation
was investigated at both company and project levels, followed by identication of key factors that encourage and discourage companies to practice
change management. Furthermore, the importance and impact of change management in terms of project performances such as cost, time,
quality were also examined. The analysis results establish that the implementation status in the Singapore construction industry is relatively
while improvement in project cost, time and quality performances achieved by the companies that implement change management tends
greater than the companies that do not. Recognizing the implementation status, importance and impacts of change management will be a starting
point to reduce changes that negatively affect project performances, ultimately allowing the Singapore construction industry to increase opportunities for project success.
2011 Elsevier Ltd. APM and IPMA. All rights reserved.
Keywords: Change; Change management; Cost; Schedule; Quality; Performance; Best practice; Construction project; Singapore
1. Introduction
The construction industry is one of the sectors that provide
significant contributions to Singapore's economy and thus, it
is imperative to sustain successful deliveries of construction
projects in Singapore. While construction projects vary in
size, duration and complexity, several common features can
be found. One of the most common concerns in construction
projects is project changes (Ming et al., 2004). Changes usually
occur at any stage of a project due to various causes from different sources, and have considerable impacts (Karim and Adeli,
1999; Motawa et al., 2007). Any additions, deletions or modifications to the scope of the project are considered as changes.
According to Park (2002), construction changes refer to work
state, processes, or methods that differ from the original
Corresponding author.
0263-7863/$36.00 2011 Elsevier Ltd. APM and IPMA. All rights reserved.
doi:10.1016/j.ijproman.2011.11.001
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that specialized manpower is one of the integral resources required for complex technological projects (Fisk, 1997), when
there are new changes to a project, engagement of specialized
professionals may be essential to facilitate the changes (Arain
and Low, 2005). Furthermore, if the professionals are not readily available to deal with the new changes, there will be accumulated problems.
2.3.3. Increase in overhead expenses
As stated earlier on, project changes indicate some minor or
major differences to the contractual scope agreed between
owner and contractor. In order to make the changes validated
and agreed upon mutually by both parties, proper documentation is vital (O'Brien, 1998). This is to ensure that the proposed
changes are properly communicated and documented to all the
parties involved. Hence, it implies that more expenses will be
necessary for the legal documentation and paper procedures
pertaining to the agreed changes (Arain and Low, 2005).
2.3.4. Quality degradation
This is also one of the main concerns for owners. Contractors may tend to compensate for the losses by cutting corners
due to the frequent changes of the owners. Thus, this will affect
the quality of the work negatively (Arain and Low, 2005).
2.3.5. Decrease in labor productivity
Lee et al. (2005) highlighted that working overtime could
demoralize the morale of workers and deteriorate the productivity of workers. Consequently, the productivity degradation will
affect the delaying of the project too. In relation with that, Ming
et al. (2004) also mentioned that in cases whereby workers were
expected to work for overtime over a prolonged period to compensate for the project schedule delays, productivity will be
greatly affected.
2.3.6. Delay in procurement process
Procurement delays can be frequent in a construction project
as a result of project changes (Hester et al., 1991; O'Brien,
1998). New specialized materials or equipment may be needed
to be the resources of the project (Arain and Low, 2005).
2.3.7. Rework and Demolition
Rework and demolition are considered the most potential effect of project changes that can occur (Clough and Sears, 1994; ).
This is especially in the event whereby the construction has either just commenced work or already in the midst of the construction process (Arain and Low, 2005; CII, 1990). Minor or
major rework may be needed depending on the timing when
the changes occurred. Hwang et al. (2009) adds on that project
cost performance can be improved by recognizing the impacts
of reworks.
2.3.8. Safety conditions
Safety conditions in construction projects may be affected
by changes (Arain and Low, 2005; Arain et al., 2004;
O'Brien, 1998). Employers should always ensure a safe workplace condition for workers. Health and safety of the workers
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Table 1
Profile of companies, respondents, and projects.
Looking into aspects of change management and its significant impact on project performances will assist in achieving the
objective of this study. The literature review conducted aided in
having better understanding of change management in the construction industry and gathering information to develop the survey questionnaire used for this study.
The first section of the questionnaire captured the basic profile of companies and respondents that participated in this
study. The next section was designed to identify how many
companies and projects practiced change management, followed by the section capturing factors that encourage and discourage companies to implement change management. The
last section involves questions that capture the importance of
change management in a five-point likert scale, and that explore
the impact of change management on project cost, time and
quality performances in terms of the percentage of improvement obtained.
Having these sections including a total of 27 questions, the
questionnaire was sent out to contractor companies registered
under the Building and Construction Authority (BCA) registry,
and 32 complete sets were returned. Upon obtaining the data,
analyses were performed and the results are discussed in the
next section. Table 1 presents the profile of the data collected
from the questionnaire.
The registry grade, as shown in Table 1, indicates different
tendering limits for different contractors, which is regulated
and managed by the BCA in Singapore. In general, companies
with the registry grade of A1 have unlimited tendering limits
while A2 indicates its limit at S$85 million. Grades B1 (up to
S$40 million), B2 (up to S$13 million), C1 (up to S
$4 million), C2 (up to S$1.3 million), and C3 (up to S
$0.65 million) have lower tendering limits than Grades A1
and A2. 63% of the companies have an average of 20 to
29 years of experience in the construction industry. Similarly,
the surveyed respondents who are directors (16%), managers
(47%), and engineers (37%) have an average of 10 to
19 years of experience in the construction industry.
Table 1 also summarizes the number of projects surveyed by
the project type, nature, and cost. Building projects made up the
majority of 66% while there was an almost even distribution of
addition, grass roots, and modernization projects in terms of the
project nature. Due to having more responses obtained from
Grades B and C contractor companies, 87% of the projects involved the project cost less than $20 million.
Characteristics
Table 2
Implementation status company level (I).
Having analyzed the data from the survey, this section discusses: (1) the implementation status of change management at
the company level; (2) the implementation status of change management at the project level; (3) factors that affect organizations
decision on whether or not to implement change management; (4)
perceptions on barriers and benefits of change management; and
lastly, and (5) the impact on project performances.
No. of Companies
(Total = 32)
% of
Companies
Not at all
b 50% of Projects
50% of Projects
> 50% of Projects
All of Projects
21
8
3
0
0
66%
25%
9%
0%
0%
Company (N + 32)
Registry Grade*
Years of Experience
Respondent (N = 32)
Job Title
Years of Experience
Project Type
Project Nature
Project (N = 284)
Project Cost
A (A1&A2)
B (B1 & B2)
C (C1, C2 & C3)
Less than 10
10-19
20-29
30-39
40 or more
Director
Management
Engineer
Administrator
Less than 10
10-19
20-29
30-39
40 or more
Building
Infrastructure
Heavy Industrial
Light Industrial
Addition
Grass roots
Modernization
$0$10 million
$11$20 million
$21$30 million
$31$40 million
$41$50 million
$51$60 million
$61$70 million
$71$80 million
$81$90 million
$91$100 million
>$100 million
6
12
14
3
6
20
2
1
5
15
9
3
2
18
9
2
1
256
14
29
85
146
137
101
238
96
18
13
8
1
1
6
0
0
3
19%
38%
43%
9%
19%
63%
6%
3%
47%
47%
28%
9%
6%
57%
28%
6%
3%
66%
4%
8%
22%
38%
36%
26%
62%
25%
5%
3%
2%
0%
0%
2%
0%
0%
1%
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No. of
Companies
No. of Companies
Implementing
Change
Management
% of Companies
Implementing
Change
Management
A (A1, A2)
B (B1, B2)
C (C1, C2, C3)
Total
6
12
14
32
4
5
2
11
67%
42%
14%
34%
Table 4
Implementation status project level.
Project Characteristics
No. of
Projects
No. of Projects
Implementing
Change
Management
% of Projects
Implementing
Change
Management
256
14
29
96
2
3
38%
14%
10%
85
146
137
101
238
96
20
22
87
12
89
15
24%
15%
64%
12%
37%
16%
18
11%
13
69%
63%
0%
0%
17%
0%
0%
3
384
0
121
0%
32%
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Table 5
Decision Factors Determining Implementation of Change Management.
Factors
Scale
1
Project Cost
Statutory Requirement
Project Nature
Project Size
Project Type
2
3
9
7
11
0
3
7
10
12
0
5
6
13
8
16
12
1
2
1
14
9
9
0
0
Total
Score
Mean
Rank
136
117
90
74
63
4.25
3.66
2.81
2.31
1.97
1
2
3
4
5
Benefits
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No. of Respondents
17
10
8
6
2
1
1
9
6
6
4
4
3
3
81%
48%
38%
29%
10%
5%
5%
82%
55%
55%
36%
36%
27%
27%
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more readily to project changes, practicing change management. This is supported by Motawa et al. (2007) who argued
that change management can aid in the planning and controlling of actions to be taken in an event of potential project
changes. Next, cost and time savings were found to be the second most benefits identified. Hence, this further supports the
importance of implementing change management in projects.
Cost and time have been the two major objectives of construction projects and as change management may reduce cost and
time, more companies will implement it. Another important aspect of projects is quality. However, it was reported that only
27% of the respondents recognize improvement in quality by
implementing change management. In fact, change management may not directly improve quality while it would remove
potential risks that are caused by changes, which affect quality
of the project.
4.5. Importance and impact of change management
This analysis was first focused on identifying the importance
of change management in improving project performances. The
respondents were asked to rate the scale of the importance with
1 as not important and 5 as extremely important. In addition,
percentage of cost and time savings, and quality improvement
were analyzed based on the inputs from the respondents. The
respondents provided data showing how much of project cost
and schedule could be reduced by implementing change management. Similarly, quality improvement by implementing the
practice was also investigated. For the 21 respondents who indicated that change management was not implemented in
their projects, the responses were based on perceptions of the
respondents while the 11 respondents who practiced change
management for their projects responded based on their project
data. The analysis results of the importance of change management to project overall, cost, time and quality performances are
summarized in Table 7and Fig. 1 while Table 8 and Fig. 2 are
provided for the results of its impact on project cost saving,
time saving, and quality improvement.
For overall project performance improvement, only 15% of
the companies that have not implement change management perceived its importance at the level of 4 and 5 while 73% of the
companies that implemented the practice selected either 4 or 5.
The mean difference between the two groups was statistically significant as shown in Table 7 (p-value = 0.008). This tendency was
ImplementChangeManagement
DoNotImplementChangeManagement
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ImplementChangeManagement
DoNotImplementChangeManagement
Table 7
Importance of change management in improving project performances.
Importance
(1-Not
important;
5-Extremely
important)
1
2
3
4
5
TimePerformance
QualityPerformance
Change
NoChange
Change
NoChange
Management Management T-Test Management
Management
T-Test
(N=11)
(N=21)
(P-Value)
(N=11)
(N=21)
(P-Value)
OverallPerformance
CostPerformance
Change
NoChange
Management
Management T-Test
(N=11)
(N=21)
(P-Value)
Change
NoChange
Management Management
T-Test
(N=11)
(N=21)
(P-Value)
N % Mean N % Mean
0 0%
0 0%
1 9%
7 33%
2 18% 3.7 11 52% 2.9
7 64%
2 10%
1 9%
1 5%
N % Mean N % Mean
0 0%
0 0%
0 0%
2 10%
4 36% 3.8 17 80% 3.0
5 46%
2 10%
2 18%
0 0%
N % Mean N % Mean
0 0%
2 10%
1 9%
14 66%
8 73% 3.2
3 14% 2.2
1 9%
2 10%
1 9%
0 0%
0.008*
N % Mean N % Mean
0 0%
0 0%
0 0%
5 24%
1 9%
4.1 14 66% 2.9
8 73%
1 5%
2 18%
1 5%
0.000*
0.006*
0.003*
indicates the highest frequency in the group; Bold indicates the higher mean in the comparison groups.
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Table 8
Impact of Change Management on Project Performances.
CostSaving
Scale
TimeSaving
Change
NoChange
Management
Management
T-Test
(N=11)
N
0%
1-3%
0
0
0%
0%
4-6%
7-9%
9 82%
1 9%
10%
9%
Mean
(N=21)
N
(P-Value)
Mean
5.6%
2 10%
0 0%
0
(N=11)
N
5 24%
14 66%
Mean
0 0%
1 10%
1.8%
0.000*
0%
QualityImprovement
Change
NoChange
Management
Management
T-Test
5 45%
0 0%
(N=21)
N
(P-Value)
Mean
5 45%
2 10%
1 5%
0
0%
(N=11)
N
10 47%
8 38%
7.0%
Change
NoChange
Management
Management
T-Test
Mean
0 0%
7 64%
1.6%
0.000*
2 18%
0 0%
2 18%
(N=21)
N
(P-Value)
Mean
15 71%
4 19%
4.0%
2 10%
0 0%
0
0.9%
0.010*
0%
indicates the highest frequency in the group; Bold indicates the higher mean in the comparison groups.
change management implementation; and (3) to assess the importance and impact of change management in terms of project
performances. Based on the analysis results, it can be concluded that the implementation status of change management in
Singapore is relatively low as majority of the companies and
projects do not implement change management. In an attempt
to investigate the reasons for the low implementation status, deterrence factors were determined, and being comfortable with
the current operations and constraint from project cost and
time were the prominent barriers that the industry must get
through to appreciate more benefits from implementation of
change management.
As for the importance of change management to project performances, in general, the companies that do not implement
change management perceived it at a neutral stand while the
other group is fully aware of the importance. Furthermore,
more cost and time savings, and quality improvement could
be achieved by the group practicing change management, and
when compared to the outcomes of the other group, the difference was statistically significant.
Considering that perceptions of those who do not implement
change management on benefits of change management are always lower than actual improvement and savings that can be
achieved by its implementation, construction contractors in Singapore seem to be unaware of or unfamiliar with change management and its benefits. In an attempt to increase the usage, training
sessions should be provided and further emphasis should be
placed on barriers that deter its implementation so as to address
concerns of those who do not implement change management.
For future studies, it is recommended to quantify level of
change implementation at project and company levels since degree of performance improvement can be affected by the extent
to which change management is implemented. Also, the impact
of change management on other performances such as productivity, safety or customer satisfaction can be analyzed. Lastly, a similar study can be done based on input from project owners,
developers, and architecture, considering that the project participants may have more control on the issues arising from changes.
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22.8.2016
Construction project change management in Singapore: Status, importance and impact (PDF Download Available)
https://www.researchgate.net/publication/257094453_Construction_project_change_management_in_Singapore_Status_importance_and_impact
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