What are the most effective ways to prevent change orders from happening?

Most construction disputes start because the scope of work is vague. Take the time on the front end to make sure your scope is as specific as possible. Identify not only what you are going to do but also what you are not doing. Consider time and materials components for anticipated extras where possible

Plan ahead, never more prudent words. Contract type is a great way to start to avoid change orders. Using an IFOA (integrated form of agreement) and aligning the correct stakeholders on the front ends of the project can yield significant improvements on potential change orders. TVD and early engagement between the product design and the process design are really essential to deliver true value to the owner. The process should be driven by the owners design and construction team.

How rare is a project without change orders? Black swan rare. Planning for the expected well ahead is key to a more harmonious outcome. Trent is right in his summary below. In addition to a great lawyer, its not a bad idea to hire an auditor who can maybe make suggestions.

I have not seen a project in my career that has not had change orders. Change orders are not a bad thing if accounted for in a propper risk analysis prior to project commencement. A contingency budget should be set up. It needs to be analyzed if the change orders are necessary and preventable on a per item basis. However, the labor to analyze this also needs to be considered. Sometimes it is more cost effective to issue a change order rather than spending a lot of time and resources to evaluate if the change order can be prevented.

Don't overpromise or underdeliver. Do what you say you will and do it as good or better than required. If someone wants to degrade, ensure those proposing the change identify how this will be cost justified over the life of the facility with nominal of the next 20-30 years for lifespan. Plus document everything including who said what!

Set the tone with all stake holders early on that mid project changes generally come with a cost. Even if it involves removing work. Subs have worked to ensure the contract work is moving forward. They’ve ordered materials, submitted drawings and samples. Removing or changing it most likely will cost something. Changing the color may not just be an equal swap, just because it’s the same material. Not all stakeholders are familiar with how the process works. Educating and communicating early and often can save lots of headaches and money.

Employing robust change control processes, including stringent documentation and approval procedures, ensures that any alterations align with project objectives and minimize disruptions.

Project documentation plays a crucial role in the governance of projects, as it encompasses the necessary roles and responsibilities. It serves as a comprehensive record of the project's progress, decisions, and actions taken throughout its lifecycle. Effective project documentation ensures transparency, accountability, and effective communication among project stakeholders

Changes that impact projects are inevitable and you should anticipate the need for them. The goal of any contract is to minimize change orders when possible. During the planning stages you can anticipate where obvious changes are likely to occur, such obvious areas as design and engineering. You may consider breaking certain parts of a contract out into their own or structue the tasks around those so they anticipate the l of wide variables that can impact costs. Change orders allow for anticipated and non-anticipated changes to a project. Their purpose is to allow for capturing those changes as well as a way to track and approve costs over and above Or under the previously approved costs of a project. Allowing for accurate forecasts.

Anticipating potential risks and issues well ahead and assigning impact factors with course of action is essential for large projects with high impact. The risk register captures all foreseeable risks to the project, including their descriptions, likelihood, potential impacts, and mitigation strategies. It allows project teams to prioritize risks based on severity and take proactive measures to mitigate them throughout the project lifecycle. On the other hand, the issue log tracks unforeseen events, problems that arise during the project, recording details such as descriptions, impacts, priorities, and actions taken to resolve them. Both tools serve as centralized repositories for managing risks and issues and facilitating time.

In my experience, the best way to avoid change orders is to utilize a progressive procurement model that involves the contractor during the project development phase. This helps the contractor to see the full picture of risk, site constraints, etc prior to submitting a bid. It also allows the contractor to evaluate means/methods, conduct constructability reviews, and work with the Owner and Engineer to identify value engineering opportunities and innovation. Change orders are dramatically reduced when projects use progressive procurement methods, including Progressive Design-Build, CM/GC, and CMAR, among others. However, while transparent pricing ensures fair-market pricing, it is typically more expensive than low-bid procurement models

We have must look at the root cause for changes which is due to a lack of informations when the first time decision is taken Following step will hep: 1. Early engineering/design to freeze general arrangements 2. 3D Modelling/ Cut drawings from 3d drawings to 2d 3. Mockups 4. Commercial Valuations to select viable option First up, we freeze the general arrangements to get a solid foundation. Then, we move on to 3D modelling and cut drawings from those 3D models to create 2D schematics. And let's not forget about the mockups - a crucial step to ensure that everything is working as it should. So, are you ready to get started? Minimise changes by early home works and keep all stakeholders involved during this process like we do in scrum.

A well structured and precise identification of scope and deliverables in a chronological sequence presented to stake holders with an inclusion of feedbacks must precede the agreement considering that even sub-contractors can legally frustrate the project by invoking the doctrine of promissory estoppel. Subsequently, very regular and well-documented project meetings will minimize if not eliminate surprises. Nevertheless, de facto Force Majeures are extraneous to these circumspections.

Clearly define project scope, specifications, and requirements to minimize ambiguities that may lead to changes later. Develop detailed and comprehensive contracts that clearly outline project expectations, specifications, and deliverables. Clearly define the roles and responsibilities of all parties involved to minimize misunderstandings. Assemble a skilled and experienced project team, including architects, engineers, and contractors, who are familiar with the type of project being undertaken. Experience can lead to better foresight and proactive problem-solving, reducing the likelihood of unforeseen issues. Clearly communicate the importance of finalizing project requirements and scope before construction begins.

Generar cambios justificados es una muestra de mejora constante y control en la ejecución de proyectos. Recomiendo consolidarlos como lecciones aprendidas y luego benefician los futuros proyectos