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Ford, D N (2002) Achieving Multiple Project Objectives through Contingency Management. Journal of Construction Engineering and Management, 128(01), 30–39.

Haas, C and Einstein, H H (2002) Updating the Decision Aids for Tunneling. Journal of Construction Engineering and Management, 128(01), 40–48.

Hanna, A S, Camlic, R, Peterson, P A and Nordheim, E V (2002) Quantitative Definition of Projects Impacted by Change Orders. Journal of Construction Engineering and Management, 128(01), 57–64.

  • Type: Journal Article
  • Keywords: Change orders; Project management; Quantitative analysis; project management; construction industry; structural engineering; contracts;
  • ISBN/ISSN: 0733-9364
  • URL: https://doi.org/10.1061/(ASCE)0733-9364(2002)128:1(57)
  • Abstract:
    Change, defined as any event that results in a modification of the original scope, execution time, or cost of work, is inevitable on most construction projects due to the uniqueness of each project and the limited resources of time and money available for planning. Change may occur on a project for a number of reasons, such as design errors, design changes, additions to the scope, or unknown conditions. For each change, contractors are entitled to an equitable adjustment to the base contract price and schedule for all productivity impacts associated with the change. Changes may or may not have an impact on labor productivity. Existing literature uses subjective evaluation to determine whether the project is impacted. Projects impacted by change cause the contractor to achieve a lower productivity level than planned. The focus of this paper is to quantify whether an electrical or mechanical project is impacted by a change order. Through statistical hypothesis testing, groups of factors that correlate with whether a project is impacted by change orders were identified and used to develop a quantitative definition of impact. Logistic regression techniques were used to develop models that predict the probability of a project being impacted. The results of this research show that percent change, type of trade, estimated and actual peak manpower, processing time of change, overtime, overmanning, and percent change related to design issues are the main factors contributing to the project impact.

Jaselskis, E J, Kurtenbach, J M and Forrest, J (2002) Enhancing Financial Success Among Electrical Contractors. Journal of Construction Engineering and Management, 128(01), 65–75.

Lee, E, Roesler, J, Harvey, J T and Ibbs, C W (2002) Case Study of Urban Concrete Pavement Reconstruction on Interstate 10. Journal of Construction Engineering and Management, 128(01), 49–56.

Love, P E D (2002) Influence of Project Type and Procurement Method on Rework Costs in Building Construction Projects. Journal of Construction Engineering and Management, 128(01), 18–29.

McCabe, B, AbouRizk, S and Gavin, J (2002) Time of Sampling Strategies for Asphalt Pavement Quality Assurance. Journal of Construction Engineering and Management, 128(01), 85–89.

Thomas, H R (2002) 2000 Peurifoy Lecture: Construction Practices in Developing Countries. Journal of Construction Engineering and Management, 128(01), 1–7.

Wang, W (2002) SIM-UTILITY: Model for Project Ceiling Price Determination. Journal of Construction Engineering and Management, 128(01), 76–84.

Yates, J K and Lockley, E E (2002) Documenting and Analyzing Construction Failures. Journal of Construction Engineering and Management, 128(01), 8–17.