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Change Management on a Mega Project – a case study
office and Engineer to facilitate and expedite formal
approvals of advance packages
• The preliminary designs produced by COWI-Larsen
served as the basis of BEB’s design.
• The Engineering team confirmed and adjusted each of
the respective engineering discipline designs to
coordinate and align with the architectural design
33
Stage 1- Interim Design
• Thorough development and issuance of service
coordination drawings by MEP Services
• Interdisciplinary engineering clashes resolved at
preliminary engineering level
• Clash identification, resolution, and verification done by
use of 3D modeling tools
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Stage 2 - Detailed Design
• Detailed design phase to include completion of
specifications and detailed drawings necessary to obtain
Engineer’s final design approvals
• Support obtaining statutory approvals
• Produce fabrication drawings necessary for the
construction to carry out the works
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Stage 3 - Final Design - “Issued for Construction”
• The final design, approved by the Engineer issued for
construction.
• Only documentation approved by Engineer in Stage 2
and modified by revision to "Issued for Construction"
status used for construction of works
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The “Change” behind the Change
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Sequence of events
• 3 Nov 2011 - Letter of Award of Contract
• 23 February 2011 – Date of Commencement (Contract
Agreement formally executed between Contractor and
Employer)
• 25 May 2011 - Received detailed narrative for Proposal
Nr. 1 (RFP # 01) from Engineer
• 4 June 2011 - Submission of the critical interim structural
design for PTB substructure as per baseline schedule
• 20 July 2011 - Issue of Engineer’s Instruction, EI # 01
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Impact of EI # 01
• Contractor’s design role changed from design
developer/ detailer to original designer
• Major changes in architectural layouts and functionalities
• Major changes in loading data
• Change management program initiated
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Contractor’s Design Role Changed
• Issue of EI # 01 fundamentally changed the design relationship
across every design discipline
• Wholesale revisions made to the design intent shown in the
Employer’s Requirements
• Process of preparing the wording of a narrative to define the intent
of the changes took almost three months
• Revisions issued in architectural plans only, leaving the contractor
to attempt to work out the changes across all other disciplines for
itself
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Contractor’s Design Role Changed
• Contractor’s design role changed from design developer/detailer to
original designer
• The design intent was once again in a primitive state after five
months of work
• Before EI # 1 was issued not a single day of critical delay had
occurred to the completion of the project
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Architectural Changes
• Engineering changes stemmed from the wholesale revision of
architectural arrangements across all structures
• 200+ rooms either removed, added relocated, resized or changed
in function.
• The removal, addition or relocation of 39 structural columns and the
introduction of new steel trusses to support the roof overhead
• Addition of six new lifts and associated lift shafts, plus the deletion
and the reorientation or extension of 14 other lifts and lift shafts
.
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Architectural Changes
• Addition, deletion or reorientation of 25 escalators
• Addition of around 100 new "wet areas" (toilets and pantries)
• 11 bridge houses subjected to change
• Addition of two new baggage belts for the baggage handling
system together with the deletion of a number of columns adjacent
to BHS equipment and an increase in the size of the walls to BHS
chutes to compensate for the column removal
.
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Structural Changes
• The architectural changes affected fundamental support system of columns and beams, already heavily loaded (for example via escalators).
• Changing the location of major masses and the main lateral load resisting systems has direct effect on the lateral seismic resistance, one of the critical load cases to be addressed.
44
Structural Changes
• Structural models and calculations, first submitted as
part of the Interim Design process recommenced; now
essential to derive a new vertical load carrying system
down to foundation level and re-assess ability of
modified arrangement to resist lateral forces and cope
with associated displacements
• Once those calculations were resubmitted and approved
the Contractor proceeded with his Detailed Design work.
In effect, the interim structural design had to be re-run.
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BHS Changes
• Redesign work was in progress when on 20 September,
2011 the Engineer, following notification by the baggage
handling system (BHS) contractor, instructed Contractor
to revise the structural loads associated with the BHS
systems.
• This was seven months after the commencement date
and 10 months after the Contractor had begun work on
the substructure structural design.
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BHS Changes
• The BHS system is always at the heart of any airport
terminal project. The areas of the PTB affected by the
loading changes were already the key work areas, and
were now on the critical path of the project.
• Further redesign necessary and structural calculations
recommenced once again. On 22 October 2011 those
calculations were completed.
• Only then could detailed structural design for the critical
zones of the PTB substructure properly commence.
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Mitigation
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Mitigation Measures
• The Contractor did everything within its power to mitigate
the impact of these late changes from the Employer.
• It started work on the EI # 01 design in June 2011 before
it was formally instructed.
• It agreed to submit the structural detailed design in
separate phases and zones, to assist the Engineer’s
review process.
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Mitigation Measures
• Works were started on site as and when drawings
became available, in order to pour concrete where it was
possible to do so
• The Contractor, although entitled to insist on following
the sequence set out in its baseline program, did not do
so following repeated requests from Engineer
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Mitigation Measures – Sept 2012
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Mitigation Measures – Jan 2013
.
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Integrated Change Control
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Four Stages of a Change
Cynthia Scott and Dennis Jaffe have identified four stages
a person goes through when confronted with change:
Denial(a "business as usual" attitude)
Resistance (increased stress accompanied by
decreased productivity)
Exploration (the beginning of acceptance)
Commitment (moving forward)
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Integrated Change Control Process
The discipline of integrated change control involved
• Technical side focus – Project Management
• People side focus – Change Management
• The discipline of change management & project
management provide the structure, processes and tools
to be successful in the change
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Integrated Change Control – The Technical side
• Technical focus – A technical side focus ensures that the
change is developed, designed and delivered effectively.
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Integrated Change Control – The people side
• People focus – A people side focus ensures that the
change is embraced, adopted and utilized by the
employees who have to do their jobs differently as a
result of the changes in the project.
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Importance of the “People”
• Communicate, communicate, communicate!
• Importance of budget analysis – resources, cost,
timelines
• Manage employee resistance to change
• Outcomes are collective result of individual change
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Stakeholder Management
“Stakeholder management is critical to the success of
every project in every organization I have ever worked
with. By engaging the right people in the right way in your
project, you can make a big difference to its success... and
to your career”
- Rachel Thompson (Mind Tools), change management
consultant
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Stakeholder Analysis & Management
• Stakeholder analysis gives the necessary information to
plan and manage communication with stakeholders
• Stakeholder management is the process of identifying
your key stakeholders and winning their support
- Greater emphasis needs to be given on this aspect of
project management for managing changes successfully