ABSTRACT
ABSTRACT Due to the extensive duration and the dynamic environment of construction projects, changes in contract conditions are inevitable during its implementation. Therefore, it is important that changes are actively managed during the project life cycle. However, contracts do not always offer effective ways within the standardised change procedures to cope with change events. We argue that changes do not have to be managed solely through the contract, but can also be managed by applying alternative kinds of dealing mechanisms. This paper presents the results of an in-depth study through ethnographic and action research into the modus operandi with regard to (unexpected) changes in the realization phase of a large scale PPP (Public Private Partnership) infrastructure project. This study reflects real life practice of change management and presents the way(s) various dealing mechanisms, such as contract rules, relations, organisational structure, knowledge, and competences are interactively employed in the actual management of changes. The study aims to serve as a foundation for researchers and practitioners in offering effective measures to set up, manage and improve the practice of change management in public contracting.
