A Maturity Model for Measuring the Capability of Project Teams in Managing Changes
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, or indeed help to improve, project teams’ ability in this regard. 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 teams. A Change Management Maturity Model (CM3) is developed, which defines five levels of maturity-ad hoc, informal, systematic, integrated and continuous improvement. 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 carried out to assess its applicability in practice.
change management capability maturity model process measurement framework.
Ming SUN Christos VIDALAKI
Department of Construction and Property, University ofthe West of England, Bristol, UK Department of Construction and Property, University of the West of England, Bristol, UK
国际会议
2011 International Conference on Construction & Real Estate Management(2011建设与房地产管理国际会议)
广州
英文
136-142
2011-11-19（万方平台首次上网日期，不代表论文的发表时间）