Level: Basic
Author(s): Leslie E. McMullan, FAACE
Venue: 2017 AACE International Annual Meeting, Orlando, FL
Abstract: Trend and change management are key project critical control elements for forecasting, cost management and control of outcomes. The challenge can in be the early detection of potential change, proper classification and the timely evaluation from a cost, risk and schedule perspective throughout the project life-cycle.
Owners, consultants and contractors have identified change management as an area needing improvement. The project change register items may only be the tip of the iceberg and unseen changes may be taking place on the project, only to surface later with major consequences. This is referred to as the iceberg effect and may include the secondary impact of project changes that includes other ripple effects.
This paper will discuss the key critical controls for successful trend and change management, the importance of contract terms and conditions, the views by the different parties, the types of systems used, the sources and types of change and how to identify trends versus changes and source of funding. The presentation will also explain the iceberg effect, stumbling blocks to early identification of trends and changes and how to reduce the risk and consequences of the iceberg effect.
Author(s): Leslie E. McMullan, FAACE
Venue: 2017 AACE International Annual Meeting, Orlando, FL
Abstract: Trend and change management are key project critical control elements for forecasting, cost management and control of outcomes. The challenge can in be the early detection of potential change, proper classification and the timely evaluation from a cost, risk and schedule perspective throughout the project life-cycle.
Owners, consultants and contractors have identified change management as an area needing improvement. The project change register items may only be the tip of the iceberg and unseen changes may be taking place on the project, only to surface later with major consequences. This is referred to as the iceberg effect and may include the secondary impact of project changes that includes other ripple effects.
This paper will discuss the key critical controls for successful trend and change management, the importance of contract terms and conditions, the views by the different parties, the types of systems used, the sources and types of change and how to identify trends versus changes and source of funding. The presentation will also explain the iceberg effect, stumbling blocks to early identification of trends and changes and how to reduce the risk and consequences of the iceberg effect.