Please use this identifier to cite or link to this item: https://doi.org/10.1016/j.ijproman.2011.11.001
Title: Construction project change management in Singapore: Status, importance and impact
Authors: Hwang, B.-G. 
Low, L.K.
Keywords: Best practice
Change
Change management
Construction project
Cost
Performance
Quality
Schedule
Singapore
Issue Date: 2012
Source: Hwang, B.-G., Low, L.K. (2012). Construction project change management in Singapore: Status, importance and impact. International Journal of Project Management 30 (7) : 817-826. ScholarBank@NUS Repository. https://doi.org/10.1016/j.ijproman.2011.11.001
Abstract: Changes in construction projects are inevitable. In order to minimize the impact of changes on a project, it is imperative to implement change management. This study aims to assess the status, importance and impact of change management implementation in the Singapore construction industry. To achieve the objective, a comprehensive literature review was conducted to gain an in-depth understanding of change management, and a questionnaire survey was conducted. Analyzing the data collected from 384 projects submitted by 32 companies, the implementation status was investigated at both company and project levels, followed by identification of key factors that encourage and discourage companies to practice change management. Furthermore, the importance and impact of change management in terms of project performances such as cost, time, and quality were also examined. The analysis results establish that the implementation status in the Singapore construction industry is relatively low while improvement in project cost, time and quality performances achieved by the companies that implement change management tends to be greater than the companies that do not. Recognizing the implementation status, importance and impacts of change management will be a starting point to reduce changes that negatively affect project performances, ultimately allowing the Singapore construction industry to increase opportunities for project success. © 2011 Elsevier Ltd. APM and IPMA.
Source Title: International Journal of Project Management
URI: http://scholarbank.nus.edu.sg/handle/10635/45608
ISSN: 02637863
DOI: 10.1016/j.ijproman.2011.11.001
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