Change control: a quality perspective - Revision history

Designing Buildings at 07:39, 10 November 2020

2020-11-10T07:39:36Z

← Older revision		Revision as of 07:39, 10 November 2020
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	* Value management.		* Value management.

−	[[Category:~~Construction_management~~]] [[Category:~~Design~~]] [[Category:~~Products_/_components~~]] [[Category:~~DCN_Product_Knowledge~~]]	+	[[Category:DCN_Definition]] [[Category:DCN_Guidance]] [[Category:DCN_Product_Knowledge]] [[Category:Construction_management]] [[Category:Design]] [[Category:Products_/_components]]

Designing Buildings at 07:48, 24 January 2020

2020-01-24T07:48:42Z

← Older revision		Revision as of 07:48, 24 January 2020
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	* Change control.		* Change control.
	* Cost control.		* Cost control.
		+	* Cost of quality.
	* Design freeze: a quality perspective.		* Design freeze: a quality perspective.
	* Document control.		* Document control.
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	* Value management.		* Value management.

−	[[Category:Construction_management]] [[Category:Design]] [[Category:Products_/_components]]	+	[[Category:Construction_management]] [[Category:Design]] [[Category:Products_/_components]] [[Category:DCN_Product_Knowledge]]

Designing Buildings at 06:58, 29 May 2019

2019-05-29T06:58:51Z

← Older revision		Revision as of 06:58, 29 May 2019
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	* Document control.		* Document control.
	* End of stage report.		* End of stage report.
		+	* Failure modes and effect analysis (FMEA).
	* Gateways.		* Gateways.
	* Henry Boot Construction Ltd v Alstom Combined Cycles.		* Henry Boot Construction Ltd v Alstom Combined Cycles.

Designing Buildings at 07:33, 9 April 2019

2019-04-09T07:33:52Z

← Older revision		Revision as of 07:33, 9 April 2019
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	* Henry Boot Construction Ltd v Alstom Combined Cycles.		* Henry Boot Construction Ltd v Alstom Combined Cycles.
	* Milestones.		* Milestones.
		+	* Quality.
		+	* Quality culture and behaviours.
	* Quality manuals and quality plans.		* Quality manuals and quality plans.
	* Scope creep.		* Scope creep.

Designing Buildings at 11:26, 24 January 2019

2019-01-24T11:26:31Z

← Older revision		Revision as of 11:26, 24 January 2019
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	Original article written by Keith Hamlyn, reviewed by Andrew Baker on behalf of the Chartered Quality Institute, Construction Special Interest Group, and accepted for publication by the Competency Working Group.		Original article written by Keith Hamlyn, reviewed by Andrew Baker on behalf of the Chartered Quality Institute, Construction Special Interest Group, and accepted for publication by the Competency Working Group.

−	--[[User:~~ConSIG CWG~~\|ConSIG CWG]] 13:31, 05 Jan 2019 (BST)	+	--[[User:ConSIG_CWG\|ConSIG CWG]] 13:31, 05 Jan 2019 (BST)

−	~~= Find out more =~~	+	= Related articles on Designing Buildings Wiki =
−		+
−	=== Related articles on Designing Buildings Wiki ===	+

	* Assurance and self-certification.		* Assurance and self-certification.
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	* Henry Boot Construction Ltd v Alstom Combined Cycles.		* Henry Boot Construction Ltd v Alstom Combined Cycles.
	* Milestones.		* Milestones.
		+	* Quality manuals and quality plans.
	* Scope creep.		* Scope creep.
	* Variation.		* Variation.

ConSIG CWG at 13:31, 5 January 2019

2019-01-05T13:31:37Z

← Older revision		Revision as of 13:31, 5 January 2019
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	Original article written by Keith Hamlyn, reviewed by Andrew Baker on behalf of the Chartered Quality Institute, Construction Special Interest Group, and accepted for publication by the Competency Working Group.		Original article written by Keith Hamlyn, reviewed by Andrew Baker on behalf of the Chartered Quality Institute, Construction Special Interest Group, and accepted for publication by the Competency Working Group.

−	--[[User:~~Consigcwg~~\|~~Consigcwg~~]] 23:07, 22 Jan ~~2018~~ (BST)	+	--[[User:ConSIG CWG\|ConSIG CWG]] 13:31, 05 Jan 2019 (BST)

	= Find out more =		= Find out more =

Designing Buildings at 07:31, 6 November 2018

2018-11-06T07:31:13Z

← Older revision		Revision as of 07:31, 6 November 2018
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	=== Related articles on Designing Buildings Wiki ===		=== Related articles on Designing Buildings Wiki ===

		+	* Assurance and self-certification.
	* Change control.		* Change control.
	* Cost control.		* Cost control.

Editor at 15:25, 14 August 2018

2018-08-14T15:25:39Z

← Older revision		Revision as of 15:25, 14 August 2018
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	There are three vital stages:		There are three vital stages:

−	* Knowing the initial status	+	* Knowing the initial status.
−	* Knowing the desired end status	+	* Knowing the desired end status.
−	* Managing the change	+	* Managing the change.

	Strict controls during the time of change are essential to reduce the risks to quality, cost or schedule. These controls should cover both the mechanics of the change process and the communication of the changes to those who need to implement them. Communication during all stages of the change process is also key to minimising risk.		Strict controls during the time of change are essential to reduce the risks to quality, cost or schedule. These controls should cover both the mechanics of the change process and the communication of the changes to those who need to implement them. Communication during all stages of the change process is also key to minimising risk.
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	Changes to the configuration can arise for several reasons. These include:		Changes to the configuration can arise for several reasons. These include:

−	* External changes brought about through a ~~Client’s~~ request, revisions to legislation, standards or codes or new requirements from statutory undertakers or local councils	+	* External changes brought about through a client’s request, revisions to legislation, standards or codes or new requirements from statutory undertakers or local councils.
	* Changes during the design process to increase value or correct errors		* Changes during the design process to increase value or correct errors
−	* Changes in construction methodology (scheduling, materials, supply arrangements, construction/installation techniques, equipment, testing and commissioning arrangements, etc)	+	* Changes in construction methodology (scheduling, materials, supply arrangements, construction/installation techniques, equipment, testing and commissioning arrangements, etc).
−	* Changes during construction due to unforeseen events or differences between the expectations of the designers and the reality on site	+	* Changes during construction due to unforeseen events or differences between the expectations of the designers and the reality on site.

	There are, of course, many other reasons for change to occur. It is their timing and control that makes the differences.		There are, of course, many other reasons for change to occur. It is their timing and control that makes the differences.
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	Changes can arise for several reasons. Some of these are:		Changes can arise for several reasons. Some of these are:

−	* Requests from the client or his representatives and/or regulatory bodies	+	* Requests from the client or his representatives and/or regulatory bodies.
−	* Changes to legislation, standards or regulations	+	* Changes to legislation, standards or regulations.
−	* Unclear initial requirements	+	* Unclear initial requirements.
−	* Human error during the design process	+	* Human error during the design process.
−	* Unclear interfaces	+	* Unclear interfaces.
−	* Human error during the construction process	+	* Human error during the construction process.
−	* Lack of availability of materials or parts	+	* Lack of availability of materials or parts.
−	* Unexpected circumstances arising during construction/installation such as. unforeseen ground conditions	+	* Unexpected circumstances arising during construction/installation, such as. unforeseen ground conditions.
−	* They can arise during the design phase (design changes) and during the construction and commissioning phase (field changes)	+	* They can arise during the design phase (design changes) and during the construction and commissioning phase (field changes).

	Any change will cause a disturbance in the established routines the project is following, even when they are being introduced to establish a better controlled environment. It should not be forgotten that any change requires to be implemented by people, which means that not only is the physical design changed, but that the process by which it will be constructed may also change.		Any change will cause a disturbance in the established routines the project is following, even when they are being introduced to establish a better controlled environment. It should not be forgotten that any change requires to be implemented by people, which means that not only is the physical design changed, but that the process by which it will be constructed may also change.
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	= Control of changes from the client =		= Control of changes from the client =

−	These changes often occur as the client develops a clearer idea of the end product they desire or through simple changes of mind, especially during the design phase. They may also occur due to changes in legislation or requirements imposed by statutory undertakers. Changes such as these are normally at the client’s risk, in that they will request the change. The contractor has an opportunity to confirm the feasibility, cost and potential effect on schedule before presenting a proposal. The change may also require a change to the contract, especially if the scope has increased or decreased. The change should be reflected into the formal requirements for the works and then treated as a design change.	+	These changes often occur as the client develops a clearer idea of the end product they desire or through simple changes of mind, especially during the design phase. They may also occur due to changes in legislation or requirements imposed by statutory undertakers. Changes such as these are normally at the client’s risk, in that they will request the change.
		+
		+	The contractor has an opportunity to confirm the feasibility, cost and potential effect on schedule before presenting a proposal. The change may also require a change to the contract, especially if the scope has increased or decreased. The change should be reflected into the formal requirements for the works and then treated as a design change.

	= Control of changes during design =		= Control of changes during design =

−	During design, opportunities often present themselves for creating additional value. Details may be discovered in specifications that mean that the original design is no longer practicable or that there is a more effective solution to the project. Close examinations of technical standards reveal the need to make change. Interchangeability and interfaces between different elements of the design cause issues. For these reasons and many others, changes need to be controlled. Each change should first be considered against its place in the design: how will the change affect its surroundings; what other parts of the design will be affected, including handbooks. The design change note that is raised should clearly define the change, the drawings, specifications and other data involved and the person(s) responsible for implementing the change. Consideration should be given to the possibility of the change requiring a change to the contract.	+	During design, opportunities often present themselves for creating additional value. Details may be discovered in specifications that mean that the original design is no longer practicable or that there is a more effective solution to the project. Close examinations of technical standards reveal the need to make change. Interchangeability and interfaces between different elements of the design cause issues.
		+
		+	For these reasons and many others, changes need to be controlled. Each change should first be considered against its place in the design: how will the change affect its surroundings; what other parts of the design will be affected, including handbooks. The design change note that is raised should clearly define the change, the drawings, specifications and other data involved and the person(s) responsible for implementing the change. Consideration should be given to the possibility of the change requiring a change to the contract.

	The definition of the required authority to sanction the change is a key element of the process so as to enable changes without undue delay whilst approvals are being sought.		The definition of the required authority to sanction the change is a key element of the process so as to enable changes without undue delay whilst approvals are being sought.
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	Field design changes are almost inevitable. They can occur for several reasons:		Field design changes are almost inevitable. They can occur for several reasons:

−	* In setting out the works, the interfaces between adjacent items may not have been recognised	+	* In setting out the works, the interfaces between adjacent items may not have been recognised.
−	* Errors in the design may not have been corrected prior to approval to construct	+	* Errors in the design may not have been corrected prior to approval to construct.
−	* Practical difficulties may arise during construction	+	* Practical difficulties may arise during construction.
−	* Human error in construction	+	* Human error in construction.
	* Failure to follow the approved management arrangements.		* Failure to follow the approved management arrangements.

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	Those working in one discipline may not realise the effect that their change may have on others. The craft worker who installs his HVAC trunking differently to the design may not recognise the difficulty that the installer of cable trays may have in finding enough space for his work.		Those working in one discipline may not realise the effect that their change may have on others. The craft worker who installs his HVAC trunking differently to the design may not recognise the difficulty that the installer of cable trays may have in finding enough space for his work.

−	Field changes can be initiated in the field and by site design staff. Prior to implementation, they should be offered for review to a competent designer and the design only changed following approval. It is, of course, vital that craft on site are informed about the change. While this should require a reissue of the design information, it may be more practical to issue the approved change form to the field for construction. This is particularly useful where small changes are made and update of drawings has a heavy cost implication. One warning, however: there is a risk that one drawing has so many approved change requests that it becomes unwieldy and difficult to read. This is because even small changes can have unexpected consequences. Several small changes can result in a significant impact when taken together.	+	Field changes can be initiated in the field and by site design staff. Prior to implementation, they should be offered for review to a competent designer and the design only changed following approval. It is, of course, vital that craft on site are informed about the change. While this should require a reissue of the design information, it may be more practical to issue the approved change form to the field for construction.
		+
		+	This is particularly useful where small changes are made and update of drawings has a heavy cost implication. One warning, however: there is a risk that one drawing has so many approved change requests that it becomes unwieldy and difficult to read. This is because even small changes can have unexpected consequences. Several small changes can result in a significant impact when taken together.

	All requests for change should clearly list out the effects that the change is likely to have on other aspects of the works. Some elements that are frequently forgotten are:		All requests for change should clearly list out the effects that the change is likely to have on other aspects of the works. Some elements that are frequently forgotten are:
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	* Document control.		* Document control.
	* End of stage report.		* End of stage report.
−	* Gateways	+	* Gateways.
		+	* Henry Boot Construction Ltd v Alstom Combined Cycles.
	* Milestones.		* Milestones.
	* Scope creep.		* Scope creep.

Designing Buildings at 06:07, 15 June 2018

2018-06-15T06:07:39Z

← Older revision		Revision as of 06:07, 15 June 2018
Line 132:		Line 132:
	* Change control.		* Change control.
	* Cost control.		* Cost control.
		+	* Design freeze: a quality perspective.
	* Document control.		* Document control.
	* End of stage report.		* End of stage report.

Consigcwg at 14:21, 4 June 2018

2018-06-04T14:21:32Z

← Older revision		Revision as of 14:21, 4 June 2018
Line 122:		Line 122:

	-----		-----
−	Original article written by Keith Hamlyn ~~and~~ reviewed by Andrew Baker on behalf of the Construction Special Interest Group, and accepted for publication by the Competency Working Group.	+	Original article written by Keith Hamlyn, reviewed by Andrew Baker on behalf of the Chartered Quality Institute, Construction Special Interest Group, and accepted for publication by the Competency Working Group.

	--[[User:Consigcwg\|Consigcwg]] 23:07, 22 Jan 2018 (BST)		--[[User:Consigcwg\|Consigcwg]] 23:07, 22 Jan 2018 (BST)