A Maturity Model for Measuring the Capability of Project Teams in Managing Changes

Ming Sun, Christos Vidalakis

    Research output: Chapter in Book/Report/Conference proceedingConference contribution

    Abstract

    Changes and variations during the lifetime of a construction project are one of the major sources of risk in construction. They often lead to cost overruns, time delays, disputes and rework. The success of a project depends directly on the ability of the project team in managing changes. At present, there is a lack of appropriate methods to measure project teams’ ability in this regard or help to improve their ability. This study adopts the concept of Capability Maturity Model, originated from software engineering, in order to develop a framework for the assessment and improvement of change management capability of construction project. A Change Management Maturity Model (CM3) is developed, which defines five levels of maturity – ad hoc, informal, systematic, integrated and continuous improving. Measurement is carried out on six key process areas – management process, risk management, communication, management information, collaboration, and leadership/objectives. The model is evaluated through three case studies to assess its applicability in practice.
    Original languageEnglish
    Title of host publicationProceedings of 2011 International Conference on Construction & Real Estate Management, Vols 1and 2
    Place of PublicationBeijing
    PublisherChina Architecture & Building Press
    Pages136-142
    Number of pages7
    ISBN (Print)978-7-112-13701-5
    Publication statusPublished - 2011
    Event2011 International Conference on Construction & Real Estate Management - Guangzhou, China
    Duration: 19 Nov 201120 Nov 2011

    Conference

    Conference2011 International Conference on Construction & Real Estate Management
    CountryChina
    CityGuangzhou
    Period19/11/1120/11/11

    Fingerprint

    Project teams
    Maturity model
    Managing change
    Construction project
    Dispute
    Change management
    Integrated
    Capability maturity model
    Ad hoc
    Management process
    Risk management
    Management information
    Communication management
    Maturity
    Rework
    Software engineering
    Cost overrun
    Time delay
    Management capability

    Cite this

    Sun, M., & Vidalakis, C. (2011). A Maturity Model for Measuring the Capability of Project Teams in Managing Changes. In Proceedings of 2011 International Conference on Construction & Real Estate Management, Vols 1and 2 (pp. 136-142). Beijing: China Architecture & Building Press.
    Sun, Ming ; Vidalakis, Christos. / A Maturity Model for Measuring the Capability of Project Teams in Managing Changes. Proceedings of 2011 International Conference on Construction & Real Estate Management, Vols 1and 2. Beijing : China Architecture & Building Press, 2011. pp. 136-142
    @inproceedings{6555e47c746943a297a4914b446db03f,
    title = "A Maturity Model for Measuring the Capability of Project Teams in Managing Changes",
    abstract = "Changes and variations during the lifetime of a construction project are one of the major sources of risk in construction. They often lead to cost overruns, time delays, disputes and rework. The success of a project depends directly on the ability of the project team in managing changes. At present, there is a lack of appropriate methods to measure project teams’ ability in this regard or help to improve their ability. This study adopts the concept of Capability Maturity Model, originated from software engineering, in order to develop a framework for the assessment and improvement of change management capability of construction project. A Change Management Maturity Model (CM3) is developed, which defines five levels of maturity – ad hoc, informal, systematic, integrated and continuous improving. Measurement is carried out on six key process areas – management process, risk management, communication, management information, collaboration, and leadership/objectives. The model is evaluated through three case studies to assess its applicability in practice.",
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    Sun, M & Vidalakis, C 2011, A Maturity Model for Measuring the Capability of Project Teams in Managing Changes. in Proceedings of 2011 International Conference on Construction & Real Estate Management, Vols 1and 2. China Architecture & Building Press, Beijing, pp. 136-142, 2011 International Conference on Construction & Real Estate Management, Guangzhou, China, 19/11/11.

    A Maturity Model for Measuring the Capability of Project Teams in Managing Changes. / Sun, Ming; Vidalakis, Christos.

    Proceedings of 2011 International Conference on Construction & Real Estate Management, Vols 1and 2. Beijing : China Architecture & Building Press, 2011. p. 136-142.

    Research output: Chapter in Book/Report/Conference proceedingConference contribution

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    AB - Changes and variations during the lifetime of a construction project are one of the major sources of risk in construction. They often lead to cost overruns, time delays, disputes and rework. The success of a project depends directly on the ability of the project team in managing changes. At present, there is a lack of appropriate methods to measure project teams’ ability in this regard or help to improve their ability. This study adopts the concept of Capability Maturity Model, originated from software engineering, in order to develop a framework for the assessment and improvement of change management capability of construction project. A Change Management Maturity Model (CM3) is developed, which defines five levels of maturity – ad hoc, informal, systematic, integrated and continuous improving. Measurement is carried out on six key process areas – management process, risk management, communication, management information, collaboration, and leadership/objectives. The model is evaluated through three case studies to assess its applicability in practice.

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    Sun M, Vidalakis C. A Maturity Model for Measuring the Capability of Project Teams in Managing Changes. In Proceedings of 2011 International Conference on Construction & Real Estate Management, Vols 1and 2. Beijing: China Architecture & Building Press. 2011. p. 136-142