Ian Pegram

Simon, thank you for responding and sharing some really interesting observations. Taking the view that you can't improve a process until it is predictable - I guess it fits that if we tackle the top 5, 10, 20 causes of change that impact every project we can improve predictability. My picture illustrates change smashing process into a state of chaos - this is an oft repeated real-life example of an as-built v planned programme for a major infrastructure project (unsurprisingly late, over-budget and in dispute). Is this the cause or the effect of instability in the design and construction process? Perhaps a bit chicken and egg but a fascinating subject area. Unfortunately my budget doesn't extend to £60 for the book - but would be interested to know if it looks at the 'why' people were standing around, or 'why' the previous activity finished late (my hunch is that it doesn't go that far)?

Thanks Simon, a thought provoking article. After 30 years in construction (major infrastructure) it seems that project 'change' has the most significant impact on productivity, yet is rarely discussed or understood - other than for account or dispute settlement purposes. Manufacturing doesn't suffer from 'change' to the same extent. The (sadly typical) as-built v planned programme extract below hopefully demonstrates this. Perhaps if we could better understand the top 20 causes and impacts of change on construction projects we could solve the riddle of low productivity? And also ensure we have the best-fitting contracting strategy to boot. This is certainly something I'd be keen to help with if anybody has similar thoughts.