Change management in construction: The current context

Construction companies are sometimes required to implement changes at business level related to management, technology, people and cultural issues as well as handling many changes at project level. Changes in projects, most of which are related to design, are inevitable even if there had been detailed studies during the design development, and prior to the construction stage. The changes need to be managed to reduce the negative impacts and to safeguard quality and profitability. The impacts and consequences of changes vary according to the type and nature of changes, but most importantly according to how they are managed. In an environment characterised by ever-increasing global competition and customer expectations, change management has become a key factor in the quest by organisations to stay ahead of the competition. Change management becomes more important, and at the same time more difficult, when the construction companies have a geographically dispersed organisational structure, are multi-disciplinary in nature, and manage one-off projects with interactions changing for each project. This paper presents the results of a literature review carried out on change management in construction. Change management is explored at two levels: organisational level and project level. The classification and nature of changes at each level and the change management tools and techniques available are investigated and analysed. The problematic areas in construction change management which require further research are highlighted.