Change management

CHANGE MANAGEMENT STEP BY STEP IN CONSTRUCTION SECTOR

PROJECTS

IBEN ENGENHARIA LTDA.


CHANGE MANAGEMENT IS ONE OF THE MAJOR SUCCESS FACTORS FOR A PROJECT.

CHANGES EXIST AND SHOULD NOT BE IGNORED OR PARALYZED BY RIGID SCOPES OR NORMS.

CHANGES TRY TO INCORPORATE NEW REQUIREMENTS TO THE PROJECT, REVIEW INITIAL

OBJECTIVES, ADAPT TO CHANGES IN THE MARKET, IMPROVE THE PERFORMANCE OF THE PRODUCT,

OBTAIN VANTAGE OVER THE COMPETITION, ETC.

IT JUST SO HAPPENS THAT, IN REAL LIFE, IN PROJECTS MANAGED BY IMMATURE ORGANIZATIONS,

THEY FALL OUTSIDE THE EXPECTATIONS OF THE STAKEHOLDERS AND CREATE ENDLESS

DISCUSSIONS ON THE IMPACTS ON COSTS, TIME, QUALITY ETC.

THE ORGANIZATION MUST ESTABLISH A CHANGE MANAGEMENT POLICY FOR THE GOVERNANCE OF A

PMO IN ORDER TO KEEP THE PROJECT ON TRACK AND ADAPT THE NEW NEEDS WITHOUT

DISAPPOINTING ANY OF THE STAKEHOLDERS.


AS A KEY-PRINCIPLE WE SHALL DEFINE THAT;

NO CHANGE SHALL BE INCORPORATED UNTIL IT IS 100%

CONFIGURED.

THIS CONFIGURATION SHALL GO OBLIGATORILY THROUGH CERTAIN PROCESSES THAT WE WILL SEE

STEP BY STEP NEXT.


HOWEVER, REMEMBER TO INFORM EVERYBODY THAT;


CONFIGURED.

AND HOW MUCH TIME DO WE HAVE TO CONFIGURE THEM?

THE SPEED AND PRECISION OF THIS PROCESS VARY ACCORDING WITH THE MATURITY OF A PMO IN

MANAGING CHANGES.

THE REGISTRATION OF LESSONS LEARNED WITH THE MANAGEMENT OF THE KNOWLEDGE IS THE

WAY TO INCREMENT THE ORGANIZATION’S MATURITY IN CHANGE MANAGEMENT.


CHANGE

REQUEST

CHANGE REQUEST

THE CHANGE IS ORGINATED BY ITS REQUEST.

CHANGE REQUESTS MAY BE MADE BY SEVERAL STAKEHOLDERS WITH THE POWER TO PERFORM

SUCH INTERFERENCE IN THE PROJECT, SUCH AS FOR EXAMPLE; SPONSOR, CLIENT, ARCHITECTS,

DESIGNERS, WORK MANAGER AND OTHERS.


DESCRIPTION OF THE CHANGE

The client, in a meeting held on 05/19/2011, requested the analysis of the replacement of the executive standard for

concrete block brickwork, determined in the project for the main facade of the building called Capiche, to a system

that presents versatility in the case of future expansion and at the same have a better appearance.

NEED FOR THE CHANGE

The change aims to incorporate the requirements presented by stakeholders not considered during the

development phase of the project, with such requirements being: 1. removable facade; and 2; New aesthetic

standards.

SOLUTION PROPOSED

Construtora Iben proposed 3 concepts that meet the requirements listed, being: 1) Glass+ Alucobond Set 2) Pre-

molded concrete slabs for the Facade; 3) Masterboard painel system

CHANGE REQUEST

A CHANGE REQUEST FORM SLIP MUST OBLIGATORILY CONTAIN A DETAILED DESCRIPTION FOR THE

CHANGE, THE REAL NEED OF THE CHANGE AND ONE OR MORE SOLUTIONS PROPOSES.


ANALYSIS BY THE CHANGE

COMMITTEE

CHANGE REQUEST

ANALYSIS BY THE CHANGE COMMITTEE

THE CHANGE REQUEST MUST BE ANALYZED BY THE CHANGE COMMITTEE, A QUALIFIED ARM OF THE

PMO, CAPABLE OF CREATING QUICK RESPONSES FOR THE IMPACTS ASSOCIATED WITH THE CHANGE.


ANALYSIS BY THE CHANGE COMMITTEE

THE COMMITTEE ANALYZES THE IMPACT OF THE CHANGE ON THE NINE AREAS OF KNOWLEDGE OF

THE PMI®, CHECKING, IN ADDITION TO THE REFLECTION ON COST: WHAT ARE THE IMPACTS ON TIME,

SCOPE, AND QUALITY? ARE THERE RISKS ASSOCIATED WITH THE CHANGE? DO THE HUMAN

RESOURCES CHANGE? WHAT HAPPENS WITH THE PURCHASES? ARE THERE NEW STAKEHOLDERS

ALTERING THE COMMUNICATION PLAN? ARE THE OBJECTIVES OF THE PROJECT AFFECTED?


ANALYSIS BY THE CHANGE COMMITTEEIMPACT ANALYSIS

AREAS OF ANALYSIS OF THE CHANGE

ITEM AREA DESCRIPTION OF THE IMPACTRESPONSIBLE FOR

THE ANALYSIS

UPDATE THE

PLAN?

.01 SCOPE

The brickwork quantitative shall be reduced, with the addition of the installing of the closing system adopted.

Additionally, the performance characteristics of the foundation may be altered, depending on the choice. It is

necessary to review the projects.

PLANNING MANAGER YES

.02 COST

In all cases, the cost of the system is higher than the cost initially defined. The alternatives vary from R$ 250,00.00

to R$ 500,00.00, depending on the projects. If the work falls behind schedule, the costs associated with time shall be

assessed.

PLANNING MANAGER YES

.03 TIME

The activities begin with the analysis of alternatives and new requirements, development of the projects, budgeting,

negotiation, adjudication of a contractual amendment instrument, replanning, contracting of fourth parties and

beginning of the works.

MANAGER OF THE

PROJECTYES

.04 ACQUISITIONS

A new work package shall be incorporated to the purchase plan, to be budgeted with fourth parties, the terms of that

proposal may cause an impact especially to the scope, quality, time and cost. WORK MANAGER YES

.05 PEOPLE

The Histogram should be reassessed and the labor mobilization plan should be adjusted to comply with the new

profiles of collaborators assigned with developing the new scope. WORK MANAGER YES

.06 QUALITY

The flexibility and the aesthetic standard requirements shall be affected, and they shall be assessed by the

designers for impact on lighting, thermal insulation, and acoustic insulation, protection of forklifts, user safety,

maintenance, and cleaning

WORK MANAGER NO

.07 RISK

The work would be initiated and the planning would be developed in successive waves, i.e., with the project already

being implemented. Decisions taken during the activities listed under item 03, Time, shall create risks as they are

solved. WORK MANAGER YES

.08 COMMUNICATION

It is suggested that a communication plan that determines the channels and levels of approval necessary for the

proposed changes. PROJECT DIRECTOR YES

.09 INTEGRATION

All stakeholders and the project team shall be reintegrated in order to assess the impact on the objectives of the

project. PROJECT DIRECTOR NO


APPROVAL

THE IMPACTS SHALL BE APPROVED INDIVIDUALLY, FULLY, OR WITH RESTRICTIONS, IN ORDER TO

DOCUMENT THE CONSENT WITH THE DECISION.

THE TASK OF APPROVING OR REJECT CHANGES IS USUALLY ASSIGNED TO THE CLIENT AND/OR

SPONSOR.

REJECTED CHANGE REQUESTS SHALL BE DOCUMENTED FOR THEM TO NOT BE UNDULY

INCORPORATED OR FOR NEW REQUESTS OF THE SAME NATURE TO NOT BE RE-INSERTED IN

ANALYSIS AND APPROVAL PROCESS.

DECISION ON A CHANGE

1. ACCCEPTED

2. REJEICRED

3. ACCEPTED WITH RESTRICTIONS

AREA NOTES DECIS. RESPONSIBLE FOR THE DECISION

.01 SCOPE 1 SPONSOR

.02 COST 1 SPONSOR

.03 TIME 1 SPONSOR

.04 ACQUISITIONS 1 SPONSOR

.05 PEOPLE 1 SPONSOR

.06 QUALITY 1 SPONSOR

.07 RISK 1 SPONSOR

.08 COMMUNICATION 1 SPONSOR

.09 INTEGRATION 1 SPONSOR


CHANGE CONFIGURATION

THE IMPACTS SHALL BE APPROVED INDIVIDUALLY, FULLY, OR WITH RESTRICTIONS, IN ORDER TO

DOCUMENT THE CONSENT WITH THE DECISION.

THE TASK OF APPROVING OR REJECT CHANGES IS USUALLY ASSIGNED TO THE CLIENT AND/OR

SPONSOR.

REJECTED CHANGE REQUESTS SHALL BE DOCUMENTED FOR THEM TO NOT BE UNDULY

INCORPORATED OR FOR NEW REQUESTS OF THE SAME NATURE NOT BE RE-INSERTED IN ANALYSIS

AND APPROVAL PROCESS.


CONFIGURATION

(STORAGE, ACCESS, REGISTRATION AND IDENTIFICATION OF

THE VERSIONS)

•APPROVALANALYSIS BY THE

CHANGE COMMITTEE

CHANGE REQUEST




THIS PROCESS CHANGES THE BASELINES AND INCORPORATES THE PROJECT WITH THE UPDATING

OF THE PLANS.

THE STAKEHOLDERS ARE AWARE OF ALL IMPACTS ASSOCIATED TO THEIR DECISION AND CHOOSE IN

FULL CONSCIENCE TO INTEGRATE THEM OR NOT TO THE PROJECT, ACCORDING WITH THEIR

COMMON INTERESTS.

CONSTRUTORA IBEN, ON ITS TURN, PRESERVES THE RELATIONSHIP WITH THE CLIENT AND

PROTECTS THE BUSINESS FROM UNCONTROLLED CHANGES AND NON-REIMBURSABLE COSTS.



TIPS FOR CHANGE CONFIGURATION

HAVE AN EFFICIENT SYSTEM TO CHANGE BASELINES AS QUICK AS POSSIBLE, SINCE AN EXPEDITE

AND CONSISTENT INCORPORATION IS FUNDAMENTAL FOR ITS SUCCESS.

MAINTAIN A REGISTRATION LOG FOR THE LESSONS LEARNED, MONITOR THE IMPACTS FROM THE

CHANGES AND CHECK THEIR COMPLIANCE WITH THE PRELIMINARY ANALYSIS.

MAKE USE OF EXPERT OPINIONS AND CLEAR CRITERIA FOR THE ASSESSMENT OF IMPACTS. YOU MAY

BE REQUESTED TO SUBMIT THE CALCULATION MEMORY, AND FOR THAT REASON YOU SHOULD KEEP

ALL DOCUMENTATION DULY ORGANIZED.

REMEMBER THAT CHANGES ARE A GREAT OPPORTUNITY TO DEVELOP THE PROJECT AND CANNOT BE

USED TO INCORPORATE IMPACTS THAT ARE NOT ASSOCIATED WITH IT.



TIPS FOR CHANGE CONFIGURATION


CONFIGURED.


WRITTEN BY

EDUARDO MILITÃO ELIAS, MBA / PMP®

ID 1396759

SPONSORED BY

CONSTRUTORA IBEN LTDA., RCP PMI®

ID 1463462

Date post:	20-Jun-2015
Category:	Business
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Change management

Business