Quality Control Of Design Changes

In construction projects, the sequence of construction entail the determination of building sequence, subdivision of floor plan, determination of floor sequence, and determination of work rate. Fundamental principles in lean construction create a sequence that includes the stop line and lat work process for correction of systematic problems (Rojas, 2009). This also involves the pulling versus pushing process, the one-piece flow process,

Thinking about the change can create some great ideas and solution in someone’s mind, so these ideas and solution must be linked to the overall vision, which can help people to grasp and remember easily.

▪ Change begins before final aim is identified or sponsor identified (e.g. lost of contract)

During the Design Phase all financial risks as well as costs are usually analyzed and decided upon. During Implementation, regular monitoring as well as all IT staff, including people associated should be in direct communication, in the event that during the conversion, there is an issue that may be costly to the company.

The purpose of this paper is to discuss organizational change and the management of that change. I will talk about the different drivers of change, the factors a leader needs to weigh to implement change effectively, the various resistances a leader may encounter while trying to implement change, and how various leadership styles will effect the realization of change. I will also discuss the knowledge I have gained through the completion of this assignment and how I think it might affect the way I manage change in my workplace.

L.O.3.4: Assuming Some Changes in Original Plan and Evaluate how these Changes could be Managed to have Impact on the Project Deliverables:

With the above completed, I will also have to formulate three valid reasons for why I have proposed the change based on current change management theories. After that I must also appraise the diagnostic tools that can be

Contract changes are common events for many contracting professionals. These changes may range from and be related to personnel, scheduling, fees, contract cost, delivery schedule, terms and conditions and deadlines. Capital, changing technologies, and mission requirements may generate the need for changes to a contract. The complexity of contracts—which can involve many individuals from diverse functional areas on both the contractor and Government sides — can lead to miscommunications and confusions of requirements and organizational problems that do not manifest until the contract is in progress. When the Government requests something different than was initially proposed for the original contract or something unanticipated occurs, a modification may become needed. The necessity for some modifications may be projected from the instant the Government’s requirement is acknowledged, such as for intermittent fee adjustments due to the use of a monetary price adjustment clause in an impending contract.

approach to the design and the automation of construction were to be reinforced under the command of

Organizational change can be described as the process of moving away from a current condition to realize some future state. Change management involves managing the process of achieving this future state. 1 (Nickols, 2004) Change can be viewed from two vantage points, that of the people making the changes and that of the people experiencing the changes. 2 In the top-down, or strategic viewpoint associated with management, the focus is on technical issues such as the investment required, the processes for implementing the change, how soon the change can be realized, and the outcome. In the bottom-up viewpoint of the employee, the focus is on what the change means to the individual, how they can

Change management according to many becomes essential for the following reason: external pressure; which can encompass competition, new technology, cost, and regulation changes. Furthermore, economic and social conditions can escalate long-term change necessary. This paper will discuss several aspects of change management models, theories, and application thereof. In addition, it will provide overviews of the drivers of change, factors necessary for to implement change successfully, strategies and expectations of management, and leadership styles needed for influence and effectiveness.

Presented in this chapter are the issues in connection with the proposal’s function, form, economy, and time which will be the basis for the preparation of the architectural presentation of designs and studies.

We have stated the processes and procedures to be used by the contractor in order to gain the control of his projects, pertaining to material management and change management. By implementing the procedures of materials management, he will be able to improve cash flow, reduce bulk supplies, improve supplier performance, improve craft labor productivity, reduce risk etc. and by implementing the procedures of change management, he will notice a minimum number of changes on future projects, enables anticipation of project changes and corrective actions that proven to be effective, increases project safety, job quality and team inter-phase relationships, reduces cost and schedule etc.

Changing the existing working environment, after the introducing of new E.R.P. is very important process which should pay more attention, and do carefully. If the change didn’t happen properly, the new E.R.P. will fail and, the great danger is, existing production process will also fail. So there should be change management and user awareness should be improved on made changes.

So that risk-handling activities may be planned and invoked as needed across the life of the product or project to mitigate adverse impacts on achieving objectives by addressing risk throughout the life cycle of a system or software product or service. It can be applied to risks related to the development, maintenance or operation of a system. Risk management can be classified into three parts