Quality and Change Management Model for Large Scale Concurrent Design and Construction Projects

• Published in: Journal of construction engineering and management Vol. 131; no. 8; pp. 890 - 902
• Main Authors: Lee, SangHyun, Peña-Mora, Feniosky, Park, Moonseo
• Format: Journal Article
• Language: English
• Published: Reston, VA American Society of Civil Engineers 01.08.2005
• Subjects: Applied sciences; Buildings. Public works; Exact sciences and technology; Project management. Process of design; TECHNICAL PAPERS; Project management; Fast track construction; Scheduling; Change; Recommendation; Construction industry; Change management; Simulation; Large scale; Simulation model; Risk management; Dynamic model; Performance; Application; Quality management
• ISSN: 0733-9364; 1943-7862
• DOI: 10.1061/(ASCE)0733-9364(2005)131:8(890)

Concurrent design and construction has been lauded for streamlining projects in terms of time. However, such an approach may actually make projects more uncertain and complex than the traditional sequential design and construction process. The main sources of risk that have been identified with concurrent design and construction are iterative cycles that result from unanticipated errors and changes and their subsequent impacts on project performance. As an effort to address these detrimental impacts, a framework for quality and change management that identifies those negative iterative cycles is proposed. The proposed framework is incorporated into the system dynamics model of dynamic planning and control methodology (DPM), which has been developed to evaluate negative impacts of errors and changes on construction performance. Relevant to practitioners and researchers, the potential of DPM as a robust design and construction planning methodology that could effectively deal with errors and changes inherent in the design and construction process is demonstrated through a case study involving the Treble Cove road bridge in Massachusetts.