How can you improve the design phase to reduce change orders?

In the intricate dance of construction projects, the clarity of the design phase's scope sets the stage for minimizing change orders. Utilizing advanced tools like 3D models and BIM enhances communication and documentation, reducing the likelihood of modifications. The integration of these technologies not only streamlines the understanding among stakeholders but also acts as a dynamic reference point for real-time updates, fortifying the project against scope-related change orders.

Basically the person leading the Design Coordination Team should have a fair idea of managing multidiscipline facilities with value engineering as the baseline thinking . The flow of ideation should work from Whole to Part not vice versa . The important reason for delay in finalising the Design is nobody is given the authority to take final decision for putting the ball in process . This is what I have seen in my 45 years of carreer .

Improving the design phase to reduce change orders involves several key steps. Firstly, defining the scope clearly with detailed specifications and client expectations helps avoid misunderstandings. Secondly, involving key parties early, including architects, engineers, and contractors, ensures all perspectives are considered, leading to a more comprehensive design. Thirdly, using collaborative tools like BIM (Building Information Modeling) facilitates better coordination and visualization of the project.Fourthly, implementing quality control measures,such as regular reviews and checks ensures adherence to standards and identifies potential issues early. Fifthly, planning for contingencies helps in quick adaptation without major disruptions

Improving the design phase to curb change orders involves thorough planning, clear communication among stakeholders, early collaboration, advanced design software use for simulations, risk assessments, comprehensive documentation, and continuous design reviews based on feedback and project needs.

Improving the design phase to reduce change orders is crucial. Clear scope, early involvement, collaborative tools, quality control, and contingencies all play roles. Effective communication, regular reviews, cross-functional collaboration, risk assessment, client involvement, and data-driven decision-making further enhance the process. By integrating these strategies, we optimize the design phase and minimize change orders, ultimately contributing to successful project outcomes.

The traditional method of project delivery in construction is design-bid-build. It is specifically characterized by the fact that the design is a collaboration between the project owner and the architect. Once the project is completely designed, it is sent out for bids and this is the first time most general contractors will see the designs. It is certainly the first time most of the subcontractors will see it. Under this method (which is still widely used in the industry) the contractors have an obligation to bid what they see. There is virtually no collaboration with the contractor during design. Choosing an alternative delivery method that is characterized by early contractor engagement changes this scenario.

Esta forma de trabajo es la ideal sin duda, aunque su implementación sea muy difícil. Tal y como está planteado el proceso, el constructor interviene cuando se han definido tanto el proyecto, como el presupuesto y el plazo. Hay en este momento algunos intentos de mejora, como los contratos colaborativos, pero el principal obstáculo es que para que esto sea una realidad hay que cambiar el proceso de contratación para permitir la intervención en fase de proyecto de quien va a construir. Es deseable, pero es todo un reto. Hay que saber alinear intereses y motivaciones, además de retribuir el trabajo realizado. Tengo interés en este modelo, porque comprendo su potencial, pero me gustaría entender mejor su aplicación real

By involving the key parties, partners, contractors , subcontractors,client, expertise , and use return of experience from other projects , will reduce and mestigate the risks of change orders which may affect planning ,cost, design and delivery of the project date.

In the intricate dance of construction projects, involving key parties early in the design phase becomes a strategic measure to thwart change orders. This collaborative approach, integrating the owner, contractor, and subcontractors, aligns expectations and identifies potential issues before they escalate. The proactive engagement not only fosters a unified understanding but also acts as a preemptive strike against discrepancies. The incorporation of value engineering adds a structured approach, systematically evaluating design alternatives for optimal cost-effectiveness. Together, these strategies form a robust shield against the specter of change orders.

many projects are still Design-Bid-Build where your contractor is not yet selected. You can still talk to your venders to get advice, see how the systems will be coordinated between venders, required training of installers/constructors, and how quality can be controlled during construction.

In the dynamic dance of construction projects, the use of collaborative tools in the design phase becomes a strategic imperative. From the dynamic representation offered by Building Information Modeling (BIM) to the centralized control facilitated by cloud-based platforms, these tools foster seamless communication, coordination, and integration. The result is a harmonized process that not only navigates the complexity of the design phase but also acts as a proactive shield against the emergence of change orders.

BIM technologies have revolutionized the design process, but the concepts of regular and organized multi-discipline review are still needed. Effective use of BIM software should include regular clash detection, construction sequence simulations, lighting level simulations, sound modeling, and embodied carbon accounting.

I would say adding individuals related hands on job skills too the design team. Having people in these positions with five, ten years of construction experience can add a lot experience to the design team. Many people in the design team with field experience quit often don’t have the ability to see the whole picture.

Hay que empezar reconociendo que uno de los mayores obstáculos para implementar BIM de principio a fin en un proyecto, se encuentra en su implementación en la fase de ejecución. En este momento, el grado de conocimiento y utilización de herramientas digitales en obra es muy bajo aunque aumenta poco a poco y hay honrosas excepciones. Todos los implicados tenemos la obligación de concienciar e introducir esta forma de trabajo en la medida que nos sea posible. Una forma para conseguirlo es empezar a usar peque?as aplicaciones para ciertas tareas que vayan habituando al personal a este nuevo entorno, que ha llegado para quedarse

As much as change orders are inevitable in construction projects, it can be greatly minimized majorly by wrapping up under ''cresting a collaborative environment''. This will then mean that the client, the Design team, Cost control team (Quantity surveyor) and the Construction team with all other parties to actualize vision are working hand in hand; end picture clearly understood by all following the clients brief in relation to available found/fund source to determine feasibility. this process is often realized using a design and build approach..................

Quality Control can be accomplished in a variety of ways. Value engineering: review by a 3rd party to review concepts for additional efficiencies in cost or carbon reduction. Calculation review: checking against codes, standards and design intent. Coordination Review: Multi discipline review of all documents to ensure the different disciplines are coordinated. This includes review of drawings and specs at various milestones. CADD review: review of models and drawings for CADD standards, dimensional errors, cross referencing, etc. Model Clash Detection: Using software to review clashes (ie. heating ducts that cross the headspace over a stair, pendant lights that interfere with an overhead crane)

In the intricate journey of construction projects, ensuring the quality and accuracy of design deliverables is not just a goal; it's a proactive defense against change orders. Implementing stringent quality control measures, from peer reviews to tests, forms a comprehensive framework to validate design integrity and compliance. This approach, anchored in industry standards and best practices, not only safeguards against errors and inconsistencies but also fosters a consistent and resilient foundation for the design phase.

There are collaboration tools/platforms that can aid greatly in implementing and maintaining quality control on a project. Although, this is a hands on task to most projects. However, such tools assist in the sharing/circulation of information with key stakeholders/parties of a project. Additionally, the stakeholders can in return review the information provided, share their opinions, and ideas... The feedback thereafter can be implemented on a project. Everyone's aware of the quality control measures being implemented, the results/what's being achieved, opinions and reviews from this can be constructively considered on a project.

Se recomienta tener hitos del control del proyecto para garantizar la calidad del mismo. Si trabajamos en BIM, estos hitos se deberían reflejar en el BEP (BIM Execution Plan).

Implement quality control: Quality control is essential in every phase of a project, not just the design phase. Regular audits and inspections can help catch errors early on, preventing them from escalating into larger issues that require change orders.

In the intricate journey of construction projects, acknowledging uncertainties in the design phase is not a setback; it's an opportunity for strategic planning. Incorporating risk analysis, scenario planning, and contingency reserves becomes a proactive defense against potential change order triggers. Market fluctuations, regulatory changes, site conditions, and stakeholder requests demand careful consideration. The integration of change management procedures establishes a structured framework for navigating and mitigating change orders seamlessly, ensuring that the design phase contributes to project success.

Contingency planning is crucial, but I would advocate for a more proactive approach to design. In my humble opinion, investing early in technology to accurately capture existing building and site conditions and data yield far better value and savings. Often surpassing the dollar value in a contingency budget. Utilizing tools like laser scanning, BIM, VDC or ground penetrating radar to gather comprehensive data at the outset of design mitigates many unforeseen roadblocks. Combined with a construction manager at risk or other tradesman and this upfront investment can drastically change the delivery of a project. Not only in design but throughout the construction. Leading to more accurate project planning, costing and execution. Invest wisely!

During design phase, it is very much important to conduct detailed survey and investigation inline with Client requirement defined under Contract read with sufficiency of Tender. Since, it is very much difficult to justify the change order In EPC projects unless design para meters or Client requirement have changed.

Through proactive consideration of potential risks and challenges in the construction process, project teams can formulate contingency plans to address these issues. This early identification and resolution of problems serve to minimize the necessity for subsequent change orders.

* Risk analysis and potential situation mapping play a pivotal role in the design phase. * Meaningful interaction with involved parties helps regulate expectations and minimize deviations. * Contingency reserves and robust change management methodologies are effective against unforeseen shifts. * Dedication of time and resources towards improving the design phase is crucial. * Efficient stakeholder communication is essential. * The design phase should consider expected uncertainty. * Solid change management procedures facilitate a smoother transition. Summary: Risk analysis, communication, contingency measures, change management, and dedicating resources are key aspects to consider. ??

The traditional project delivery method used in construction is design-bid-build, and there is very little that can be done to avoid change orders under this method. Complicated projects magnify this issue. It is designed to get the lowest possible price for the project owner and often results in an adversarial relationship between architect and contractor unless the designs are perfect. Alternative project delivery methods such as IPD, CMAR, or Design-Build are more suited to find the "best value" for an owner with a defined budget. Learn more here on LinkedIn Learning at https://www.dhirubhai.net/learning/construction-management-project-delivery-methods

Trades having collaboration among each other and breaking down silos between designers and builders. Getting to know and humanize all the players on the team tends to make everyone a bit more forgiving and cooperative.

Beyond the detailed strategies discussed earlier, it's crucial to highlight the significance of interdisciplinary collaboration during the design phase. The collaborative synergy among team members, including architects, engineers, and contractors, fosters a comprehensive understanding of project dynamics, reducing the likelihood of change orders. Clear communication channels and a collaborative mindset contribute to the seamless execution of the design phase. Additionally, integrating advanced technologies such as artificial intelligence and generative design algorithms adds a transformative dimension, optimizing the design process and acting as proactive safeguards against potential issues.

Coordination , early coordination between MEP , Architecture , Structure and Decorative can also avoid a lot of change orders. Good design depends on the specialists of other disciplines especially in MEP. Also Easy of maintenance and availability of spare parts for long ran , gives trust to avoid change orders.

Here’s what else to consider: One thing I’ve found helpful is to foster a culture of open communication within the team. This encourages team members to voice their concerns or ideas early on, which can lead to innovative solutions and prevent the need for change orders. Additionally, continuous learning and improvement can help teams better anticipate and manage change orders in future projects.