All stakeholders – ranging from owners to construction contractors – are well aware of the fact that any introduction of process change into a project can lead to challenges in project execution. It could also quite possibly hinder the project’s overall success.
Change, when not handled competently, can interfere with the flow of work, cause unintended delays, lead schedules to slip, and increase costs. For organizations to understand this and adopt new capital improvement technology, the reason for the change and vision must be clearly communicated throughout the organization, and supported from the top down.
There needs to be a process where everyone in the organization – from the leaders to the subordinates – understands why the change is being implemented in the first place. They need to be told in simple and direct terms about how this change will allow them to do their jobs more efficiently.
The OnIndus team believes in a systematic approach to handle change in any organization, and it passes through the 7Rs of change management.
Principles of Change Management
No organization can afford to stagnate and become obsolete due to the lack of adoption of new technology and standards. With it, come newer challenges, newer methodologies, and better ways to carry out important business functions that add up to gradual improvements over time. So change is inevitable. However, with every addition/modification in system process that qualifies as change, you need to make contingency plans in case of failure and faulty integration.
The OnIndus team works with all our client teams through the process of change; allowing each one of them to feel involved, empowered and most of all, to understand their individual roles in the transition.
OnIndus helps construction owners to realize their PMIS investments by managing and integrating Construction management technology consultants for large capital projects.
There is a need to:
Types of Organizational Change
Being in the know of the standard types of organizational change will help you approach the change project planning in a much better manner.
3 Types of Organizational Change
• Developmental Change: This change tries to improve upon something that is already being done, rather than creating something new.
• Transitional Change: This change is all about replacing the “old way” of doing something with a completely “new way” of implementation.
• Transformational Change: This organizational change varies from transitional change as it’s much more challenging because the future is unknown when the change project is commenced. For example, the outbreak of Covid-19 was an unprecedented change.
Popular Models for Managing Change
There are a lot of popular models for Change Management that are currently in practice across the construction industry in U.S. and abroad. However, the popular ones also prove to be the safest and most reliable options. Some of the well-known models for managing change are listed below.
• Lewin’s Change Management Model
• The McKinsey 7-S Model
• Kotter’s Theory
• Nudge Theory
• ADKAR Model for Change
• Bridges’ Transition Model
• Kübler-Ross’ Change Curve
• The Satir Change Management Model
• Maurer 3 Levels of Resistance and Change Model
• John fisher change management model
Apart from these popular methods, OnIndus’ 7Rs of Change Management ensures to cater to each stage of change effectively.
Change Management Process
Change Management in construction business requires the expertise of a technology partner who can a full-stack approach to integrate the new change with the existing organizational processes. The process refers to the act of being prepared, guidance, and the tools we hand over to various persons in an organization to help them effectively adopt practices that lead to positive organizational change.
It would mean working diligently in the areas of documentation, drawing, process, flow, information, cost, schedule and personnel management.
Changes in construction projects are not uncommon at all. And they are most likely to occur from various sources, aided by a number of causes. These could happen at any stage of a project. And can also lead to considerable negative impacts such as costs as well as delayed schedules. A critical change could be the reason for successive delays in project schedules, the work statement being redone or re-estimated and extra demands of equipment, materials, and labor. These iterations, if not taken care of through a formalized Change Management process, could become one of the main sources of contract disputes, which could contribute to the failure of the entire project.
Change Management Certification
With vast exposure to all facets of construction technology, OnIndus has the core competency to observe, develop, and executed best-in-class processes for Change Management in medium to large organizations.
We are a Minority Business Enterprise (MBE) certified by National Minority Supplier Development Council (NMSDC). Our work draws a lot of praise from past clients and industry leaders alike.
We help our customers to make data-driven decisions and create transparency for all key stakeholders.
Our recently completed projects include:
• RTC Washoe, Nevada
• University of Maryland
• NYC Housing Authority
• Penn State University
• Ohio State University
• University of Alabama, Birmingham
• Floor & Decor
• US Cold Storage
• City of Seattle
• Virginia Railway