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Journal articles on the topic 'Project Scope change'

Author: Grafiati

Published: 5 June 2025

Last updated: 1 August 2025

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1

Theyab, Althiyabi, and Qureshi Rizwan. "Predefined Project Scope Changes and its Causes for Project Success." International Journal of Software Engineering & Applications (IJSEA) 12, no. 2/3 (2021): 45–56. https://doi.org/10.5281/zenodo.5082183.

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In project management, the project scope is the base of significant project planning processes such as estimating the cost, schedule and building work breakdown structure. Poor project scope definition directly affects project cost and schedule. Accordingly, dealing with unrealistic scope definition of cost and schedule may lead to failing a project. Besides, changes in project scope have a negative and positive impact on project success. This paper aims to predefine the potential scope changes to keep the project scope on track and identify any weakness in scope definition at the early stages

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Oluwasanmi, Raphael Kolawole. "Managing Scope Creeps in Product Led Software-Based Organizations." Advances in Multidisciplinary & Scientific Research Journal Publication 12, no. 1 (2024): 75–84. http://dx.doi.org/10.22624/aims/digital/v12n1p6.

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Scope creep presents a significant challenge for project managers throughout the project lifecycle. It can lead to budget overruns and schedule delays. This paper explores how project managers, especially those in software development organizations can effectively manage and prevent scope creep during project execution. It delves into the various factors that can contribute to changes in a project's scope and the resulting impacts. Historically, project management has placed more emphasis on cost, time, and performance, with less attention given to scope change management. This paper presents

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WILLIAMS, Teakon J. "Managing and Controlling Project Changes in Post Conflict Countries the Case of Liberia." International Journal of Managing Value and Supply Chains 13, no. 4 (2022): 21–32. http://dx.doi.org/10.5121/ijmvsc.2022.13403.

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Ineffective change management and control practices in donor and government-funded projects served as the major impediment to meeting project completion timelines and possible project failures. Project management professionals globally have attributed multiple requests for cost, scope, or schedule changes to classical project management issues, including cost overruns, schedule overruns, and scope creeps when managing traditional-driven projects. In post-conflict countries, including Liberia, multiple change requests or variation orders are prevalent in various types of projects often driven b

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Teakon, J. WILLIAMS PMP. "MANAGING AND CONTROLLING PROJECT CHANGES IN POST-CONFLICT COUNTRIES: THE CASE OF LIBERIA." International Journal of Managing Value and Supply Chains (IJMVSC) 13, no. 4 (2023): 32. https://doi.org/10.5281/zenodo.7966504.

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Ineffective change management and control practices in donor and government-funded projects served as the major impediment to meeting project completion timelines and possible project failures. Project management professionals globally have attributed multiple requests for cost, scope, or schedule changes to classical project management issues, including cost overruns, schedule overruns, and scope creeps when managing traditional-driven projects. In post-conflict countries, including Liberia, multiple change requests or variation orders are prevalent in various types of projects often driven b

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Mohammad, Alotibe. "Managing Scope Creep in Project Management." International Journal of Management and Commerce Innovations 12, no. 2 (2024): 82–86. https://doi.org/10.5281/zenodo.14281964.

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<strong>Abstract</strong><strong>:</strong> Scope creep, which can be defined as unexpected changes and uncontrolled growth in project scope, is a major challenge in project management. This technical article explores the major causes of scope creep, such as unclear project objectives, evolving stakeholders needs, and inadequate project planning. It examines the impact of scope creep on project schedule, budgets, and overall success. It provides actionable insights for mitigating scope creep through a review of best practices and strategies, including precise requirement documentation, stakeho

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Leena, Alawami. "Understanding the Principles of Project Scope Changes." International Journal of Mechanical and Industrial Technology 12, no. 1 (2024): 1–7. https://doi.org/10.5281/zenodo.11369385.

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<strong>Abstract:</strong> Projects, no matter the size, complexity, duration, or involved stakeholders, can evolve and change in numerous directions rapidly throughout their lifecycle. We are reminded by the fact that change is inevitable, it is a constant in every aspect of our lives, and change in the temporary, goal-driven endeavors we undertake, in other words, projects, is no exception to this rule. A fundamental element to any project is defining its scope and boundaries, which is referred to the totality of its goals, requirements, activities, deliverables, costs, resources and deadlin

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Ferreira, Raquel, João Varajão, Luis Silva Rodrigues, and Rui Dinis Sousa. "Project Change Canvas." International Journal of Information Systems and Project Management 12, no. 4 (2024): 60–78. http://dx.doi.org/10.12821/ijispm120404.

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Project management plays a critical role in boosting the success of organizations' projects. However, no matter how well a project is managed, changes are inevitable during its execution. It is crucial to evaluate the impact of these changes before implementing them to ensure they do not compromise the project's success. Existing techniques for assessing the effects of changes have several limitations—particularly in their failure to account for how changes might affect various aspects of project management, such as scope, cost, time, resources, communication, risk, procurement, or overall suc

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Lilian, Wanjiru Mwangi, and Muchelule Yusuf Dr. "PROJECT SCOPE MANAGEMENT AND SUCCESSFUL IMPLEMENTATION OF INFRASTRUCTURAL HEALTH PROGRAM IN NAIROBI COUNTY." International Journal of Management and Commerce Innovations 10, no. 1 (2022): 140–48. https://doi.org/10.5281/zenodo.6563125.

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<strong>Abstract:</strong> A poorly defined project scope has been associated with project failure, with an inadequately planned project scope having a negative correlation with project performance. A well-defined scope will allow the stakeholder to have common goals and expectations throughout the life of the project. Scope management integrates clear definition, effective management, and effective communication with stakeholders, all of which safeguard project success. The goal of this study was to establish the role of scope management in the successful implementation of health infrastructu

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Mari, Dildar Ali, Ali Raza, and Ghulam Murtaza Lahbar. "The Role of a Project Management Office (PMO) In Ensuring Human Resource (HR) Sustainable Operations." Global Economics Review VIII, no. II (2023): 162–71. http://dx.doi.org/10.31703/ger.2023(viii-ii).12.

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The importance of having a coordination cell, such as a Project Management Office (PMO), within a project organization, cannot be overstated, especially as projects become more complex and involve multiple stakeholders. One crucial aspect of a PMO is its ability to incorporate the principles of sustainability within its process framework. By considering sustainability, the PMO ensures that project requirements are met in a way that minimizes the need for rework and promotes environmentally and socially responsible practices. This alignment with sustainability principles contributes to the long

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Chandrika, Asha Rani Rajendran Nair. "eyond the Scope: How to Prevent Scope Creep from Derailing Your Agile Project." International Scientific Journal of Engineering and Management 04, no. 01 (2025): 1–7. https://doi.org/10.55041/isjem02240.

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Scope creep, a common challenge in Agile project management, refers to the uncontrolled expansion of features, requirements, or deliverables beyond the initially defined scope. While Agile frameworks thrive on adaptability and iterative development, unregulated changes can derail timelines, inflate budgets, and degrade product quality. Agile’ s inherent flexibility, while beneficial, can inadvertently open the door to scope creep when change management is not handled effectively. For instance, stakeholder requests for additional features during sprints can overwhelm teams, resulting in missed

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SUNIL KUMAR SUVVARI. "Managing Project Scope Creep: Strategies for Containing Changes." Innovative Research Thoughts 8, no. 4 (2022): 360–71. http://dx.doi.org/10.36676/irt.v8.i4.1475.

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This research paper aims to explore the problem of scope creep in project management and identify possible measures to address changes. Scope creep, a significant challenge that threatens overall project success, refers to the uncontrolled growth of project scope, negatively affecting project cost, time, and quality. By evaluating the causes of scope creep, prevention measures, and management approaches, this research sought to give project managers rich resources to prevent and control scope creep risks. The work complexes and integrates data from various scholarly articles, stakeholder repor

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Sanjaya, Anggi, and Wisnu Isvara. "Risk Factor Assessment Causing Contract Change Orders in the Double-Double Track Project." Journal Research of Social Science, Economics, and Management 4, no. 4 (2024): 485–96. http://dx.doi.org/10.59141/jrssem.v4i4.739.

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The Indonesian government is actively pursuing infrastructure development, with railway projects being a key focus due to their high demand in Jakarta and its surrounding regions. However, the complexity of railway projects often leads to delays and numerous changes, resulting in scope modifications that necessitate change orders, which have negative consequences for the project. Managing these risks effectively is essential to mitigate their impact on project costs and performance. This study proposes a solution through the application of risk management using a qualitative method known as th

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Sourabh, Kulkarni. "Steering the Ship: Navigating Change in Project Execution." International Journal of Innovative Research in Engineering & Multidisciplinary Physical Sciences 8, no. 5 (2020): 1–3. https://doi.org/10.5281/zenodo.14123081.

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Change management during project execution is paramount to ensuring project success. This paper investigates various change management strategies, tools for implementing such changes, and the critical role of communication throughout the change implementation process. We address the challenges of unmanaged changes, propose effective solutions, and underscore the impacts and scope associated with successful change management practices.

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Kim, Ki Pyung, Tony Ma, and Biddiss John. "Exploratory Investigation of Scope Management for a BIM-enabled Construction Project." KINFORMS 18, no. 1 (2023): 60–82. http://dx.doi.org/10.55819/mrij.2023.18.1.60.

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Despite the recommendation of the international BIM standard ISO 19650, the current scope management process and practice for a BIM-enabled project need to be improved for the full benefits of the BIM adoption. Due to a lack of clarity in BIM-enabled project scope definition and roles and responsibilities for project key participants, unnecessary reworks and various change orders are occurred in the project execution phase. To minimise reworks and improve productivity, it is essential to understand the status of BIM-enabled project scope management practice. However, the current practice of sc

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Nguyen, Phong Thanh, and Hanh Thi Hong Nguyen. "Identification Factors Affecting Variation and Change Order of Design-Build Projects." Research in World Economy 11, no. 3 (2020): 59. http://dx.doi.org/10.5430/rwe.v11n3p59.

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Variations and change orders are inevitable in the course of implementing a construction investment project. It can appear throughout the project from the design phase to the construction, acceptance, and completion of the project. This change affects more or less the schedule, quality, and cost of the project. On the other hand, variations and changes orders may also cause disputes and conflicts among project stakeholders. In order to overcome this issue, this paper presents critical the factors which need to be addressed and used for change orders in design-build projects in Vietnam. The res

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Bitamba, Bauma Frigeant, and Sung-Hoon An. "Construction Project Change Management in the Democratic Republic of the Congo: Status, Causes, and Impacts." Sustainability 12, no. 22 (2020): 9766. http://dx.doi.org/10.3390/su12229766.

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Changes in construction projects are very frequent and are expected to occur at any stage of the project. These changes modify the original scope of work and affect the project in various aspects. To minimize these effects, there is a need to implement a systematic change management system during the construction process. This study aimed to investigate the current situation of change management implementation, identify the main causes of change management, and assess their impacts in the Congolese construction industry. A comprehensive literature review was conducted for a thorough understand

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Faldi, Irham Pratama, and Hasan Basri Mursyid. "Proposed Project Management Development for AMA Group." International Journal of Current Science Research and Review 06, no. 07 (2023): 3995–4011. https://doi.org/10.5281/zenodo.8122819.

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<strong>ABSTRACT: </strong>The research aims to improve AMA Group's project management to address project delays and identify the root causes. It uses PMBOK as a problem-solving approach, utilizing expert judgment and historical data to identify root causes and assess project management aspects. The root cause of project delays is related to project scope, schedule, and resource management. Work Breakdown Structure (WBS) and Critical Path Method (CPM) are recommended tools for project scope management, scheduling, and resource management. These techniques enable effective change control, c

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Nurisra, Mubarak, Mahmuddin, and Mela Ridha Hariska. "The Potential Causes of Contractual Change Orders Sourced from The Construction Phase of The Building Project." E3S Web of Conferences 476 (2024): 01055. http://dx.doi.org/10.1051/e3sconf/202447601055.

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The process of implementing construction projects often encounters changes. One of these changes is the change order. After recognizing its existence, the change is formalized by the issuance of a change order, which is a document that describes the scope of the change and its impact on project performance. If agreement is not reached between project participants on the changes, it becomes a claim or dispute that can negatively affect project implementation and reduce the chances of project success. Changes in construction projects are frequent and can occur from many different sources, for ma

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Fang, Chenyu, and Ayanlowo Eniola Judah. "Scope Creep in Large-Scale Projects: Lessons from Denver International Airport." International Journal of Business and Management Review 13, no. 4 (2025): 1–10. https://doi.org/10.37745/ijbmr.2013/vol13n4110.

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Widely regarded as a project’s boundary, project scope management is viewed as a critical knowledge area in project management (PMBOK). However, the complexity of scope management makes its definition complicated as it is influenced by various external factors, including political, technological, and organizational factors, which tend to significantly redefine a project’s lifecycle. In the situation where there are shortcomings in the project’s scope, these interferences could have adverse implications on the overall project, such as increased expenses and extended timelines. The Denver Intern

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Anjali, Sharma, and Judson Luke. "Effectiveness of BIM During Change Management." Research & Reviews : Journal of Architectural Designing 5, no. 1 (2023): 1–11. https://doi.org/10.5281/zenodo.7652396.

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<em>BIM (Building Information Modeling) is gaining traction in the Architectural, Engineering, and Construction (AEC) industry. BIM refers to the process of creating and using computer-generated n-dimensional (n-D) models to simulate planning, design, construction, and operation. It assists builders, engineers, and architects in imagining what they will construct in a simulated setting and identifying potential issues with design, construction, or operation. Change is a part of all projects, whether it is requested by the client or the contractor, or it is part of the design demand, etc. Any a

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Rosiana Agnes Rizky, Martono Anggusti, and Jinner Sidauruk. "Legal Analysis of Contract Change Orders (CCO) Affecting Addendums in Construction Contracts." Journal of Legal and Cultural Analytics 4, no. 1 (2025): 49–66. https://doi.org/10.55927/jlca.v4i1.13573.

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This study examines the influence of Contract Change Order (CCO) on addendum in a contract, focusing on the legal aspects and practical implications in the implementation of construction projects. CCO is an important instrument that allows changes in the scope, cost, and time of a project, which can lead to the issuance of an addendum. Through a juridical-normative approach and case study analysis of the Diponegoro Street Widening and Overlay project in Sragen, this study found that CCO has significant legal power in influencing addendum. The results show that CCO not only affects the cost and

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Kilani, Qais, Faraj Harahsheh, Sakher Najdawi, et al. "Evaluating the impact of scope, time, cost, and quality management on project performance and business overall performance in Jordanian financial sector ,." Journal of Project Management 9, no. 4 (2024): 301–10. http://dx.doi.org/10.5267/j.jpm.2024.9.003.

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Within the context of the financial industry, the purpose of this research is to investigate the influence that management of scope, time, cost, and quality has on the performance of projects and business overall performance in the financial sector. Following the collection and examination of the study materials, a total of 331 samples were deemed appropriate for analysis by means of the PLS software. According to the findings, the implementation of scope, time, cost, and quality management has a direct and beneficial impact on the enhancement of project performance in the organization that de

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Зуйков and Kirill Zuykov. "Business-Value Creation Management in Organizational IT-Projects." Russian Journal of Project Management 6, no. 2 (2017): 13–23. http://dx.doi.org/10.12737/article_595f74f6bfcdc7.02113920.

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The paper is devoted to the new approach to value creation management in IT-based organizational change projects that utilizes the product service model, management by stages and value control. The approach solves the problem that a business-value created in a project is out of control because it is realized in the post-project stage. The paper studies value control problems that are conditioned by the utilization of the traditional IT-project lifecycle. The method of value metrics definition that is based on the product service model is presented together with the released value method a new

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Uddin Sarker, Kamal, and Aziz Bin Deraman. "Elements of Quality Management in Software Process: A Formalised Approach." RSF Conference Series: Engineering and Technology 1, no. 2 (2021): 40–49. http://dx.doi.org/10.31098/cset.v1i2.473.

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A software project is commenced to accomplish according to the plan and allocated budget that should satisfy users’ requirements and integrate quality factors. But, till now significant numbers of software projects delivered without obligatory functionalities and qualities. Informal practice in communication, documentation, and management show weakness in time control, change control, and risk mitigation; as a result, the project exceeds time, budget, and scope. This paper proposes a formalized approach for software project management with embedded quality elements. This formalized approach is

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Waty, Mega, and Hendrik Sulistio. "IDENTIFIKASI RISIKO CHANGE ORDER PROYEK KONSTRUKSI JALAN." Jurnal Muara Sains, Teknologi, Kedokteran dan Ilmu Kesehatan 5, no. 1 (2021): 225. http://dx.doi.org/10.24912/jmstkik.v5i1.10094.

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A Change Order is a written and legal work order that changes the scope of the original contract, with compensation that has been agreed upon by the owner and the contractor. Changes can be in the form of adding or reducing the scope of work, changing materials, or changing schedules. Change Order causes the cost of contract items to swell, planning errors and negligence as well as changes in scope that can be reduced by sharpening planning results. The scope of research on road construction in Indonesia, especially in DKI Jakarta and Banten provinces. This study aims to determine the identifi

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НИКИТИНА, Н. В., and Ф. Т. БЕТАНЕЛИ. "PROJECT MANAGEMENT AT THE ENTERPRISE." Экономика и предпринимательство, no. 11(148) (May 13, 2023): 1317–27. http://dx.doi.org/10.34925/eip.2022.148.11.262.

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В статье рассматривается сущность проектного управления на предприятии, основы проектной деятельности как организации работ по созданию за ограниченное время уникальных, инновационных решений, методов, технологий, продуктов и услуг. Рассмотрены понятия нововведение и инновация как результат успешной проектной деятельности компании. Чтобы продолжать свою деятельность на рынке, любая компания вынуждена менять бизнес, изменять сферу услуг, продуктов. Проекты – это инструменты для претворения в жизнь необходимых изменений. The article examines the essence of project management at the enterprise, t

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Khalifa, W. M. A., and I. Mahamid. "Causes of Change Orders in Construction Projects." Engineering, Technology & Applied Science Research 9, no. 6 (2019): 4956–61. http://dx.doi.org/10.48084/etasr.3168.

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Change orders are usually issued to cover variations in the scope of work, material quantities, design errors, and unit rate changes. This study discusses variations in public construction projects in Saudi Arabia by investigating their causes, studying their effects on the project, identifying the beneficial parties, and suggesting remedies to alleviate the related problems. Tasks included conducting a field survey via a questionnaire. It was determined that the top five causes of change orders from contractors’ view are: owner’s additional works, errors, and omissions in design, lack of coor

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Khalifa, W. M. A., and I. Mahamid. "Causes of Change Orders in Construction Projects." Engineering, Technology & Applied Science Research 9, no. 6 (2019): 4956–61. https://doi.org/10.5281/zenodo.3566188.

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Change orders are usually issued to cover variations in the scope of work, material quantities, design errors, and unit rate changes. This study discusses variations in public construction projects in Saudi Arabia by investigating their causes, studying their effects on the project, identifying the beneficial parties, and suggesting remedies to alleviate the related problems. Tasks included conducting a field survey via a questionnaire. It was determined that the top five causes of change orders from contractors’ view are: owner’s additional works, errors, and omissions in design,

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Waty, Mega. "ROAD CONSTRUCTION CHANGE ORDER ANALYSIS (TECHNICAL CAUSES AND INITIATORS)." International Journal of Application on Sciences, Technology and Engineering 1, no. 3 (2023): 866–81. http://dx.doi.org/10.24912/ijaste.v1.i3.866-881.

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During construction, change orders often occur. Change orders that occurred in 10 road construction projects in the DKI Jakarta province were calculated by the job change index. The biggest job change index was in structural work (88.768%), and the average index of additional work changes in asphalt pavement was 77.28%. Producing the largest added job change index in drainage work (26.31%) and less job change index of 87.6% in road performance maintenance work. Also produces the largest average change in return on minor conditions of 107.35%. The technical reasons for the change order in these

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Okere, George. "Comparison of DB to DBB on highway projects in Washington State, USA." International Journal of Construction Supply Chain Management 8, no. 2 (2018): 73–86. http://dx.doi.org/10.14424/ijcscm802018-73-86.

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Comparative evaluations of design-build (DB), to design-bid-build (DBB), aredocumented in literature. However, a recent study suggests that even though several studies have been completed to compare DB and DBB, there are few statistically significant comparative results. Comparative analyses of highway projects of the same scope, size, and type could provide the basis to make the argument for the use of either DB or DBB on highway projects. The objective of this research is to compare DB to DBB on highway projects. The basis of comparison includes project cost, contract duration, number and ty

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Pourrostam, Towhid, Amiruddin Ismail, Amir Soleymanzadeh, and Majid Gouyounchizad. "An Investigation of Procedures of Change Orders’ Control in Roadway Construction Projects." Advanced Materials Research 446-449 (January 2012): 3778–81. http://dx.doi.org/10.4028/www.scientific.net/amr.446-449.3778.

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Change order is a frequent phenomenon in most construction projects. However, these changes can be controlled when their causes are known. This report is set to find out the various techniques through which this phenomenon can be controlled most especially in the roadway construction projects in south of Iran. In order to reduce this occurrence to the minimum, certain mechanisms have been identified as being very effective and these are clearly the project objectives and scope of change order of work, provision of complete documentation, finalize the design during the design phase. The outcome

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Farok, G. M. G., and Jose A. Garcia. "Scope Creep Monitors Level of Satisfaction, Cost of Business and Slippery Slope Relationships Among Stakeholders, Project Manager, Sponsor and PMO to Execute Project Completion Report." Journal of Advance Research in Business Management and Accounting (ISSN: 2456-3544) 2, no. 2 (2016): 01–09. http://dx.doi.org/10.53555/nnbma.v2i2.106.

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Scope creep is a change which is an update or addition to the whole or a part of project has been requested when the project is running on significantly an underway. Scope creep increases work with level of satisfactions off as well as any one would expect, but over time the project seems to get bigger and bigger while his or her price remains the same. The stakeholder either seems to think that the “extra work” is within the scope of the original agreement, or simply doesn’t realize that he or she is asking for more than was originally agreed. Either way, the project is losing money. Scope cr

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Bellemare, M., M. Marier, J. Prévost, S. Montreuil, and N. Perron. "From Diagnosis to Transformation: How Projects are Implemented in a Participatory Framework." Proceedings of the Human Factors and Ergonomics Society Annual Meeting 44, no. 12 (2000): 2–724. http://dx.doi.org/10.1177/154193120004401277.

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In this paper, we use a project management approach as a basis for describing the process of implementing changes as part of a musculo-skeletal disorder (MSD) prevention program in two primary aluminium processing plants. In this participatory program, seven Ergo groups produced nine diagnoses, leading to 40 change implementation projects, 23 of which were subsequently carried out over a period of 18 months. A qualitative analysis based on several data sources, including the personal logs of four ergonomists responsible for monitoring the Ergo groups, led to the identification of the following

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Hubicki, Rafał, Maria Richert, Piotr Łebkowski, Joanna Kulczycka, and Asja Mrotzek-Bloess. "Risk in the scope of research and innovative technological projects." Acta Innovations, no. 34 (March 1, 2020): 58–67. http://dx.doi.org/10.32933/actainnovations.34.6.

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Assessment and management of risk constitute the subject of many researches. Nevertheless, many more specific factors are applicable during the implementation of innovative technological projects. On the article identified risk factors, which have been supplemented, systematized and assigned to the individual risk categories. The risk assessment methods for R&D projects have been analysed, as well as the risk sheets have been developed for the R&D project through the use of dotProject application. Also shown that networking and clustering is a change for fruitful cooperation within dif

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Anaba, David Chinalu, Mercy Odochi Agho, Ekene Cynthia Onukwulu, and Peter Ifechukwude Egbumokei. "Managing Scope Creep in Contracts Execution: A Strategic Framework for Risk Mitigation and Operational Success." International Journal of Research and Innovation in Social Science IX, no. I (2025): 4564–80. https://doi.org/10.47772/ijriss.2025.9010350.

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Scope creep remains a significant challenge in contract execution, often resulting in project delays, cost overruns, and strained client-contractor relationships. This review outlines a strategic framework combining digital tools and traditional management techniques to proactively manage and mitigate scope creep, ensuring risk mitigation and operational success. The framework emphasizes a dual approach. First, it integrates digital tools such as project management software, real-time tracking systems, and collaborative platforms to enhance transparency, facilitate communication, and monitor d

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Kerno, Steven. "Continual Career Change." Mechanical Engineering 129, no. 07 (2007): 30–33. http://dx.doi.org/10.1115/1.2007-jul-3.

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This article explains the need of being versatile, flexible, adaptable, or capable of assuming forms for career demands that confront modern day engineers. The protean career, with the growing need for individual motivation and continuous, career-related learning and development, is indeed a contemporary reality for many engineers. The article also highlights that present and future engineering jobs will involve more challenge, more skilled expertise, and the ability to ‘network’ with others who possess similarly valuable knowledge, skills, and abilities. An engineer must be able to define and

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Gichuhi, John Gitahi, and Francis Kiarie Dr. "Scope Control and Performance of Projects: A Case of Water and Sanitation Infrastructure Projects in Mombasa and Kilifi Counties, Kenya." International Journal of Innovative Science and Research Technology 7, no. 10 (2022): 562–68. https://doi.org/10.5281/zenodo.7272570.

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Kenya is a predominantly arid country with limited water sources. As at 2019, access to improved water and sanitation was estimated at 63 percent and 31 percent of the population, respectively, compared to the target of universal coverage by 2030 (The Kenya Institute for Public Policy Research and Analysis -KIPPRI, 2019). To address this need to distribute this scarce resource, and in keeping with the SDG 6 goal of universal access to clean water to all, the government’s efforts and focus was shifted to water projects. Whereas some gains have been made towards this goal, a Water Services

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Orlando-Marian, VOICA. "Organizational Change Success: A brief analysis of some Romanian endeavours." Journal of Management and Quality 02, no. 02 (2023): 21–29. http://dx.doi.org/10.57263/jmq.02.02.20233.

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Change is perceived as a tool to adapt an organization to or to take benefit of the continuously-developing environment. While researchers and practitioners agree that organizational change should become a common element in the organizational life, evaluating the success of a change endeavour is subject to various challenges. Regardless the initiating trigger of change (emergency or opportunity), the organizational change is perceived as a process that reflects a project management approach. Therefore, its’ success is evaluated through the elements of the “iron triangle of the project manageme

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Bhoola, Vanita, Vineeta Dwivedi, and Ayalur Vedpuriswar. "National Dairy deriving value through project management." Emerald Emerging Markets Case Studies 11, no. 4 (2021): 1–21. http://dx.doi.org/10.1108/eemcs-07-2020-0268.

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Subject area Project Management, Entrepreneurship, Risk Management, Communication. Study level/applicability Study level: MBA and Executive Education. Applicability: This case can be taught in the project management course. It will cover the project-planning phase, which is an iterative or progressive elaboration for the entire project lifecycle. The case will help in discussing how project management is an important discipline to manage projects and stakeholders effectively. Case overview The case depicts the dilemma of a passionate entrepreneur who is setting up an ambitious dairy business b

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Kermanshachi, Sharareh, Stuart D. Anderson, Paul Goodrum, and Timothy R. B. Taylor. "Project Scoping Process Model Development to Achieve On-Time and On-Budget Delivery of Highway Projects." Transportation Research Record: Journal of the Transportation Research Board 2630, no. 1 (2017): 147–55. http://dx.doi.org/10.3141/2630-18.

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Transportation agencies have significantly improved many aspects of project delivery, yet they continue to be challenged by cost increases and time delays that occur after a project is programmed and funded. An increase or a change in the scope of a project to improve facility performance is a common source of such cost increases and schedule delays. Therefore, this study focused on improvement in the project scoping process (PSP) to achieve on-time and on-budget delivery of highway projects. The thrust of this research was to develop a framework that could help transportation agencies improve

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Srikanthudu Avancha, Om Goel,, and Pandi Kirupa Gopalakrishna Pandian. "Agile Project Planning and Execution in Large-Scale IT Projects." Darpan International Research Analysis 12, no. 3 (2024): 239–52. http://dx.doi.org/10.36676/dira.v12.i3.80.

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Agile methods have changed project management, particularly for major IT projects. This abstract examines Agile project planning and execution in complex IT settings, where size and scope bring distinct problems. Traditional project management methods struggle to handle major IT projects' fast changes and complexity. Agile's focus on flexibility, collaboration, and customer-centricity makes it ideal for these situations due to its adaptability. Agile planning breaks complicated IT project needs into manageable components or iterations in large-scale initiatives. Iterative development keeps pro

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Filemon, Ronaldo, and Mega Waty. "ANALISIS KORELASI PERSENTASE BIAYA CHANGE ORDER TERHADAP BOBOT PEKERJAAN PADA DUA PROYEK PERKERASAN JALAN KAKU." JMTS: Jurnal Mitra Teknik Sipil 3, no. 1 (2020): 191. http://dx.doi.org/10.24912/jmts.v3i1.6931.

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Change order often occurs in the world of construction. Change order is work that is added to or deleted from the original scope of work of a contract and approved by the parties involved. The impact from the change order tend to hurts various parties. The scale of change order can be calculate using Change Order Ratio (COR), Change Order Ratio in Addiditon (CORA) dan Change Order Ratio in Substraction (CORS) formulas. This study examine 2 projects. The two projects are rigid road pavement projects. Project 1 cost increase and project 2 cost doesn’t increase or decrease. The output of pearson

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Waty, Mega, Hendrik Sulistio, and Aniek Prihatiningsih. "The Impact of Change Orders on the Waste Materials of Large-Scale Projects." Engineering, Technology & Applied Science Research 14, no. 6 (2024): 18363–70. https://doi.org/10.48084/etasr.8910.

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Change orders (CO) are formal agreements that alter, add to, or modify the work specified in a contract document. These changes often necessitate adjustments to the project scope, potentially requiring contract modification. Generally, CO have been identified as a significant contributor to Wast Materials (WM) in road improvement projects, as outlined in waste management recommendations. The impact of waste management on project success is substantial, as materials constitute a critical component of construction, accounting for approximately 40-60% of the total project cost. This research aime

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Mahamid, Ibrahim, and Ahmad Abdelaal. "Causes and Effects of Change Orders for Construction Projects in Palestine." Engineering, Technology & Applied Science Research 15, no. 1 (2025): 19052–61. https://doi.org/10.48084/etasr.8717.

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The construction sector is vital to Palestinian economy, contributing significantly to its growth and development. Its complex nature encompasses human, non-human, and other elements and often necessitates change orders, which are inevitable, regardless of the project size, type, or characteristics. Change orders lead to massive delays and cost overruns impacting project timeline and profitability. The ccurrent study explores and ranks the causes and impacts of change orders in Palestinian construction projects from contractors' and consultants' perspectives. The findings revealed that interna

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Marnada, Primadhika, Teguh Raharjo, Bob Hardian, and Adi Prasetyo. "Agile project management challenge in handling scope and change: A systematic literature review." Procedia Computer Science 197 (2022): 290–300. http://dx.doi.org/10.1016/j.procs.2021.12.143.

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Waty, Mega, and Hendrik Sulistio. "PERHITUNGAN CHANGE ORDER PROYEK JALAN DI BANTEN." Jurnal Muara Sains, Teknologi, Kedokteran dan Ilmu Kesehatan 4, no. 2 (2020): 211. http://dx.doi.org/10.24912/jmstkik.v4i2.6342.

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ABSTRACTChange orders include a number of variants in the scope of work namely the amount of material, design errors, and price changes. This paper discusses change orders in a road construction project in Banten by investigating the causes, studying their effects on the project, and identifying the beneficiaries. The study used five road projects as actual case studies and the questionnaire used a six-point Likert Scale. To determine the ranking of factors that influence the causes of change orders, the effect of change orders and the factors that benefit from change orders are used the Relat

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Uwase, Alice, and Edwin Odhuno. "Project Design and Child Welfare and Safety in Rwanda: A Case of Keeping Children Safety Project in Gasabo District." Journal of Economics 6, no. 1 (2022): 11–35. http://dx.doi.org/10.53819/81018102t6015.

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This study examined the role of project design on child welfare and safety in Rwanda with reference to Keeping Children Safety Project in Gasabo. Specifically, the study investigated the effect of scope design, the effect of budget and the effect of risk design on child welfare and safety. The study used descriptive design with quantitative and qualitative approaches. The theory of change, system theory and the execution theory were used. A sample of 279 participants was selected among 904 beneficiaries of Keeping Children Safety Project implemented by Plan International in Gasabo District. Th

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Caramidaru, Ibrian, and Andreea Ionica. "Between project efficiency and stakeholders’ interests: project intake decisions in nonprofit organizations." MATEC Web of Conferences 342 (2021): 09005. http://dx.doi.org/10.1051/matecconf/202134209005.

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Nonprofit organizations implementing their strategies through multi-project environments are perennially confronted with the difficulties embedded into their institutional design. Assessing the social results is intrinsically dependent on the missional depiction of social change and it is to be performed in settings of project networks influenced by multiple stakeholder interests. In order to balance the project efficiency, in terms of the triple constraint of scope-time-budget, and the need for stakeholder satisfaction, when it comes to project intake decisions a procedural decision making ap

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Asad, Kashif, and Mohd Muqeem. "Enhancing Requirements Change Request Categorization and Prioritization in Agile Software Development Using Analytic Hierarchy Process (AHP)." International Journal on Recent and Innovation Trends in Computing and Communication 11, no. 5 (2023): 148–59. http://dx.doi.org/10.17762/ijritcc.v11i5.6589.

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Software development now relies heavily on agile methods, which call for the efficient administration and prioritization of change requests. In order to improve requirement prioritization using the Analytic Hierarchy Process (AHP) in Agile methods, this study article presents a new framework for classifying software requirements into Small Change Requests (SCRs) and Large Change Requests (LCRs). The paper examines the difficulties associated with requirement prioritization and categorization in Agile settings and offers a methodical system for dividing change requests into categories based on

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Wang, Rong, Don Amila Sajeevan Samarasinghe, Lorraine Skelton, and James Olabode Bamidele Rotimi. "A Study of Design Change Management for Infrastructure Development Projects in New Zealand." Buildings 12, no. 9 (2022): 1486. http://dx.doi.org/10.3390/buildings12091486.

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Design changes seem to be an inevitable part of engineering, procurement and construction EPC projects. Such changes create a need for a proactive approach to adjusting project scope, cost and time (the triple constraints) for efficiency and effectiveness in overall delivery. This study investigates the causes and implications of design changes in order to improve design change management practices. Data for the study were obtained through online interviews with New Zealand industry practitioners. Thematic analysis was used to collate the results into meaningful data. The study found that desi

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