Change Management

Function
Date: 3 November 2015

Contents
Process Maps
Change Management Function Page
Change Management Process Map
Activity Guides
None
Templates
Change Request Form (CRF) Template
Change Request Register (CRR) Template
References
Change Management Policy
Change Management Guidelines
Change Management Procedure
Responsibility Assignment Matrix (RACI)

Change Management Process Maps

Level 0: Front Page

Level 1: ..Function Page
Level 2: .Process Map
Level 3: ...Activity Guide
Level 4: ..Tools

Change Management

Project Planning and Integration

Change Management Function Page

Processes

References

Templates

Change
Management

Change
Management
Procedure

Change Request
Form (CRF)
Template

Projects
Department
Governance

Document
Controls

Change
Management
Policy

Change Request
Register (CRR)
Template

Cost
Management

Reporting

Scheduling

Risk
Management

Change
Management
Guidelines

Links

Responsibility
Assignment
Matrix (RACI)

Process Owner:
Alternative Contact:

Omar Tobbal
Project Manager
[email protected]
Name of Alternative Contact
Job Title of Alternative Contact
email of Alternative Contact

LEGEND:
CRF = Change Request Form
CRR = Change Request Register
RACI = Responsible, Accountable, Consulted, Informed

Change Management Files:

CLICK HERE for Content Listing (with Links)

CLICK HERE for all Files (PDF Versions)

Level 0: Front Page

Level 1: ..Function Page
Level 2: .Process Map
Level 3: ...Activity Guide
Level 4: ..Tools

Change Management

Project Planning and Integration

Change Management Process (Part 1)

Contractor

Consultant

MODON

Change Request
Description of
Request, IIncluding
Justification for
Change

START

PTM1 Details
Potential Change2
to Project
(CRF Template)

CRR

Originator
Forwards CRF to
CM, PgM or PM,
as appropriate

PM Logs CRF
on CRR

PM Collates Info.
from PTMs and
Records Overall
Impact on CRF
Change Request
Total Cost Impact
Total Sche Impact
Other Impacts
Accept/Reject

CRR

RM Assesses
Potential Change

PTMs Record
Impact to Their
Element of Work
(Attachts to CRF)

Note 1:
Mgt. = Management
Note 2:
PgM = Program Manager
PM = Project Manager
PTM = Project Team Member
Note 3:
RM = Regional Manager
Sche = Schedule

PM Sends CRF to
Project Team to
Confirm Info. on
Impact of Change

Change
Request to be
Progressed?

No

Yes

CRR

PM Forwards CRF
to RM for
Review by
Change Board
LEGEND:
Attachts = Attachments
CM = Construction Manager
CRF = Change Request Form
CRR = Change Request Register
DG = Director General
Info. = Information

PM Logs
Change Request
Decision on CRR

Any PTM (Originator) can identify the need for a potential

change to a project.
The nature of project changes which are subject to this
process include changes relating to design, scope,
scheduling, budget, specification/quality, and resources.
PM ensures that all relevant project information is updated
(including drawings, specification, schedule, budget, and
Project Management Plan).

Project Director
Chairs
Change Board
Meeting

END

SEE:
Change Mgt. (Part 2)

Level 0: Front Page

Level 1: ..Function Page
Level 2: .Process Map
Level 3: ...Activity Guide
Level 4: ..Tools

Change Management
Change Management Process (Part 2)

SEE:
Change Mgt. (Part 1)

Approval Package
Internal Memo.
with Signed CRF1
Justification Report

START

Board
Approves
Change?

Project Planning and Integration

Letter of Award

Letter of Award

Yes

Administrator
Prepares
Approval Package

No

Project Director
Reviews Package

Approved?

Yes

DG
Reviews Package

No

CRR

Note 1:
Note 2:
Note 3:

CRF is prepared before Change Board Meeting.

Letter of Award is sent to Contractor, and copied to PD Business Manager and PM.
Notification sent to Contractor, and copied to PD Business Manager and PM.

Administrator
Distributes
Approval
Confirmation2

No

Administrator
Sends Rejection
Notification

Administrator
Updates CRR

LEGEND:
Board = Change Board
CRF = Change Request Form
CRR = Change Request Register
DG = Director General
Memo. = Memorandum
Mgt. = Management
PM = Project Manager

Approved?

Yes

END

Change Management Activity Guides

Change Management Templates

Change Request Form

Change Request Form (CRF) No.:
1. Project Information:
Project ID:

Project Name:

Contractor/Consultant:

Project Manager:

Project Region & City:

Contract Value:

Planned/Actual %:

P:

% / A:

SAR

Start Date:

Planned Completion

Forecast Completion

Date:

Date:

2. Description of the Change Requested (to be completed by Change Originator):

Originator Name:

Organization:

Issue Date:

Description: (Reference Specification, Drawing No., etc. Attach any additional documentation required
to support reason for change)

2. Justification for Change (to be completed by the MODON Project Manager):

(Why is this change necessary or desirable from the Owners perspective? Include the compelling reasons
for MODON to accept the change as well as the consequences if the change is rejected. Address project
life cycle, cost to maintain, repair/replacement cycles, acquisition costs, availability, etc.)

3. Cost Impact:

4. Schedule Impact:

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5. Other Impacts/Comments (if any):

6. Project Team Evaluation (if applicable):

Construction Manager (if applicable):
Yes

No

Justification

Program Manager (if applicable):

Yes

No

Justification

7. MODON Technical Checks & Authentication:

Yes

No

Remarks

8. MODON Verification/Validation:
Project Manager:
Yes

No

Justification

Regional/Group Manager:
Yes

No

Justification

Section Head:
Yes

No

Justification

9. MODON Approval Signatures:

Position/Title

Name

Signature

Date

Board Chair (if applicable)

Projects Director

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Change Request Register

CSI 16
PV No.

Originator

DIV NO

Rcvd by
CM

Description

1
2
3
4
5
6
7
8
9
10
11
12
13
14
15

Document Reference No.:

Rev: R0
Issued: 17 August 2015

17Aug15

ORG1-06-002-MOD-TS0-0-PRM-TEM-1282-00
8/17/2015

Dates
Rcvd by
PM

Rcvd by
MODON

Approve,
Reject,
Return

Date
(dd/mmm/yy)

Var No.

17Aug15

ChangeRequestRegisterTemplate.xlsx
Change Request Register
1 of 1

Change Management References

Policy

Change Management Policy

Document Reference Number: ORG1-06-002-MOD-TS0-0-PRM-PRO-1280-00

Revision Number: 0

Date: 3 November 2015

Please note:
UNCONTROLLED VERSION WHEN PRINTED OR SAVED LOCALLY.
Refer to the Controlled Document in the MODON Platform for the latest version.

Approval Sheet
Document Owner: <Insert Name Insert Job Title>
Signature:

Date:

Does this new or newly revised document:

1.
2.

Affect the Programs or Projects scope, schedule, cost, or technical basis?

AND/OR
Create a modification, addition, or deletion to, in, or from the services (the obligations of the
parties under the Services Agreement), as detailed in the Agreements between MODON and
the Contractors/Consultants?

NO YES

If YES, please follow the Change Management Procedure (ORG1-06-002-MOD-TS00-PRM-PRO-1117-00) before this document is routed for signatures.

Revision History
Revision

Date

Additions/Modifications
<First Issue>.

Review and Approval

Program Management Office (PMO):

We have reviewed this document and completed the Document Review Checklist accordingly.
Title
Prepared
by:

<Name of Preparer>
I have prepared this document in
accordance with MODON
requirements and Brand
Guidelines.

<Job Title of Preparer>

Reviewed
by:

<Name of Reviewer>
<Job Title of Reviewer>
I have reviewed this document for
its accuracy and technical content,
and to meet MODON
requirements.

Checked
by:

<Name of Checker>
<Job Title of Checker>
I have checked this document for
its layout and format, and to meet
MODON requirements.

Approved
by:

<Name of Approver>
I have approved this document
for implementation.

<Job Title of Approver>

Signature

Date

Acronyms and Abbreviations

AACEI

Association for the Advancement of Cost Engineering International

ANSI

American National Standards Institute

CII

Construction Industry Institute

CMAA

Construction Management Association of America

CRF

Change Request Form

CRR

Change Request Register

MODON

Saudi Industrial Property Authority

PMI

Project Management Institute

PMO

Program Management Office

Document Reference Number: ORG1-06-002-MOD-TS0-0-PRM-PRO-1280-00

Revision Number: 0
Date: 3 November 2015

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Terms and Definitions

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Contents
Approval Sheet ...................................................................................................................... 2
Acronyms and Abbreviations .................................................................................................3
Terms and Definitions ............................................................................................................4
1

Policy .......................................................................................................................... 6

Applicability ...............................................................................................................7

5
6
7

Purpose ...................................................................................................................... 6
Responsibility .............................................................................................................7
Approach ....................................................................................................................7
References ..................................................................................................................8

Forms and Templates .................................................................................................8

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Policy

It is the policy of MODON to require strict change control on all projects and programs to ensure
that all changes are identified, evaluated, negotiated, approved, and issued under controlled
conditions using consistent methodology.
Formal Change Management is required for all changes affecting any of the following:

Scope

Schedule
Cost

The Change Management Process includes:

Change identification

Change definition

Change justification

Impact analysis

Estimating the cost of change

Negotiation of cost and schedule

Change request approval

Issuance of change request

All change is measured against the contract baselines of scope, schedule, and cost. The only
changes that MODON will entertain as compensable are those changes that are deemed to be
outside the control of the Contractor.

Scope change includes changes to project conditions, configuration, layout, quality, quantity,
and specification. Changes to any of these elements require a change request to be made a part
of the works. Schedule change includes any imposed or required change to the contractors
delivery schedule (baseline) as a result of scope changes, interference, owner direction, or
adverse weather. Cost change is any change affecting unit prices, overheads, or the total value
of the contract.
The concepts and approach used by MODON for change management are consistent with
leading industry practices including the Project Management Institute (PMI), Construction
Industry Institute (CII), Construction Management Association of America (CMAA), Association
for the Advancement of Cost Engineering International (AACEI), and American National
Standards Institute (ANSI).

Purpose

The purpose of this Policy is to establish a consistent, comprehensive, integrated, and global
change management program for all MODON projects.

Document Reference Number: ORG1-06-002-MOD-TS0-0-PRM-PRO-1280-00

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Applicability

This Policy applies to all MODON contractors and consultants (contractors) of every nature and
is applicable to all projects directly funded by MODON or over which MODON exercises
management control.

Responsibility

MODON Project Controls is responsible for developing, implementing and maintaining change
management policies, procedures, tools, and best practices for use by contractors on their
projects and programs.
MODON Management is responsible for department wide implementation of this policy.

It is the responsibility of each contractor to MODON to ensure that its staff is aware of this Policy
and to fully comply with its requirements.

Questions and comments regarding this Policy should be directed to MODON Project Controls
for resolution.

Approach

Each contractor to MODON will implement a strict change management policy, reflecting the
MODON policy, for use on MODON projects. Contractors, at their discretion, may implement
more stringent guidelines or operational procedures as long as they do not conflict with this
Policy. MODON PMO will monitor compliance with this policy.

Any change management policy developed by contractors will include but is not limited to the
following criteria:

Change Management is consistent with project controls requirements.

Any change to scope, schedule, or cost is identified as a potential change. All three
elements need not be affected to constitute change.

Each potential change is identified on a Change Request Form (CRF) at the earliest
possible opportunity and promptly referred to higher management.

All potential changes require compelling justification.

All potential changes shall be fully evaluated and risks and impacts to the cost and
schedule of the works fully disclosed in an impact analysis.
All potential changes require cost estimates and backup.

Change Request Registers (CRRs) shall be maintained at the project level by the
Construction Manager. CRRs shall be maintained at the program level by the Program
Manager.

CRFs may be resolved only by rejection or change request, even when costs are not
affected.

No changed work, except that authorized in writing as Force Account Work, may
proceed in the absence of an approved change request.

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No specification may be changed in the absence of an approved change request.

No schedule baseline may be revised, extended, or contracted in the absence of an

approved change request.

Only MODON may approve CRFs and issue change requests.

Change Request Registers are updated daily.

Pending CRFs are reflected in the project forecast until resolved.

References

The following references are applicable to this MODON PMO Change Management Policy:
Document Reference Number

Title

ORG1-06-002-MOD-TS0-0-PRM-PRO-1169-00

Scheduling Policy

ORG1-06-002-MOD-TS0-0-PRM-PRO-1117-00

Change Management Procedure

ORG1-06-002-MOD-TS0-0-PRM-PRO-1170-00
ORG1-06-002-MOD-TS0-0-PRM-PRO-1156-00

Scheduling Procedure

Cost Management Procedure

Forms and Templates

The following templates are applicable to this Change Management Policy:

Document Reference Number

Title
Change Request Form Template

Change Request Register Template

Document Reference Number: ORG1-06-002-MOD-TS0-0-PRM-PRO-1280-00

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Guideline

Change Management Guidelines

Document Reference Number: ORG1-06-002-MOD-TS0-0-PRM-PRO-1279-00

Revision Number: 0

Date: 3 November 2015

Please note:
UNCONTROLLED VERSION WHEN PRINTED OR SAVED LOCALLY.
Refer to the Controlled Document in the MODON Platform for the latest version.

Approval Sheet
Document Owner: <Insert Name Insert Job Title>
Signature:

Date:

Does this new or newly revised document:

1.
2.

Affect the Programs or Projects scope, schedule, cost, or technical basis?

AND/OR
Create a modification, addition, or deletion to, in, or from the services (the obligations of the
parties under the Services Agreement), as detailed in the Agreements between MODON and
the Contractors/Consultants?

NO YES

If YES, please follow the Change Management Procedure (ORG1-06-002-MOD-TS00-PRM-PRO-1117-00) before this document is routed for signatures.

Revision History
Revision

Date

Additions/Modifications
<First Issue>.

Review and Approval

Program Management Office (PMO):

We have reviewed this document and completed the Document Review Checklist accordingly.
Title
Prepared
by:

<Name of Preparer>
I have prepared this document in
accordance with MODON
requirements and Brand
Guidelines.

<Job Title of Preparer>

Reviewed
by:

<Name of Reviewer>
<Job Title of Reviewer>
I have reviewed this document for
its accuracy and technical content,
and to meet MODON
requirements.

Checked
by:

<Name of Checker>
<Job Title of Checker>
I have checked this document for
its layout and format, and to meet
MODON requirements.

Approved
by:

<Name of Approver>
I have approved this document
for implementation.

<Job Title of Approver>

Signature

Date

Acronyms and Abbreviations

BOQ

Bill of Quantities

CM

Construction Manager

CRR

Change Request Register

MM

million

MODON

Saudi Industrial Property Authority

PgM

Program Manager

PMO

Program Management Office

SAR

Saudi Arabian Riyal

Document Reference Number: ORG1-06-002-MOD-TS0-0-PRM-PRO-1279-00

Revision Number: 0
Date: 3 November 2015

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Terms and Definitions

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Revision Number: 0
Date: 3 November 2015

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Contents
Approval Sheet ...................................................................................................................... 2
Acronyms and Abbreviations .................................................................................................3
Terms and Definitions ............................................................................................................4
1

Introduction ................................................................................................................7
1.1
Definitions ............................................................................................................. 7
1.1.1 Concept ..................................................................................................... 7
1.1.2 Change ...................................................................................................... 7
1.2
Objectives ............................................................................................................. 7
1.2.1 Purpose ..................................................................................................... 7
1.2.2 Budget Impacts ......................................................................................... 7
1.2.3 Schedule Awareness. ................................................................................. 7
1.3
Change Management Fundamentals .................................................................... 8
1.3.1 Techniques ................................................................................................ 8
1.3.2 Pre-Design Phase ...................................................................................... 8
1.3.3 Design Development Phase ...................................................................... 8
1.3.4 Construction Phase.................................................................................... 8

Managing Change ......................................................................................................9

2.1
Identification ......................................................................................................... 9
2.2
Tracking Change ................................................................................................... 9
2.2.1 Change Request Register .......................................................................... 9
2.2.2 Review ....................................................................................................... 9
2.2.3 Reporting................................................................................................. 10
2.3
Analysis................................................................................................................ 10
2.3.1 General .................................................................................................... 10
2.3.2 Cost ......................................................................................................... 11
2.3.3 Schedule .................................................................................................. 11
2.3.4 Other Considerations .............................................................................. 11
2.4
Disposition .......................................................................................................... 12
2.4.1 Yes or No ................................................................................................. 12
2.4.2 Contingency ............................................................................................ 12
2.5
Value.................................................................................................................... 12
2.5.1 Life Cycle ................................................................................................. 12
2.5.2 Sustainability............................................................................................ 12
2.5.3 Standardization ....................................................................................... 12
2.5.4 Efficiency ................................................................................................. 12
2.5.5 Finishes .................................................................................................... 12
2.5.6 Architectural ............................................................................................ 12
2.6
Negotiation ......................................................................................................... 13

Change Management System ...................................................................................14

3.1
Plan...................................................................................................................... 14
3.2
Project ................................................................................................................. 14
3.3
Program............................................................................................................... 14
3.4
Change Control ................................................................................................... 14
3.5
Change Request Pricing ...................................................................................... 15
3.6
Claims .................................................................................................................. 15
3.7
Productivity and Impact Analysis ........................................................................ 15

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4
5

References ................................................................................................................16

Forms and Templates ...............................................................................................17

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Introduction

1.1

Definitions

1.1.1

Concept

Change Management is part of an integrated cost schedule methodology. It seeks to identify

and track changes to a project from the time they are first realized as a potential change to their
final disposition as change requests or dismissal as having no merit.

Change is inevitable. All projects will have changes and things will not go as planned. Therefore,
it is important to have a plan to identify and to manage change through all phases of project
development and execution. The Change Management Plan defines authorities, responsibilities,
procedures, and protocols for dealing with change on the project.

All changes are processed against a Contingency established at project inception. Contingency
becomes smaller as the project progresses through design to final design. At project inception,
Contingency should not exceed -20% or +10% of contract value. Upon award of contract, since
most unknowns have been eliminated, Contingency is set at 10 percent, absent compelling
reasons to use a higher or lower percentage.
The cost of changes and status of Contingency for each project will be extracted and fed into
the base for cost reporting. Program Master Reporting will be updated monthly by aggregating
change information from all projects.

1.1.2

Change

Change is defined as any departure from agreed scope, cost, quality, or performance time
(schedule). This includes changes from quantities reflected in the Bill of Quantities (BOQ). All
change must be captured and reduced to writing in the form of a change request, even those
that are recognized as no-cost changes. Though most changes are of necessity, many are a
matter of choice. Good change management limits changes to those necessary.

Typically overlooked or ignored changes include material and equipment substitutions, relaxed
quality standards, specification changes, extended schedules, and quantity changes as
trade-offs.

1.2

1.2.1

Objectives
Purpose

The purpose of Change management is to identify, report, and manage change as early as
possible, evaluate potential changes, and manage the change process in a manner that provides
for thoughtful evaluation, easy visibility and meaningful reporting and resolution of the cost and
schedule impacts of potential and real changes to a project, and by extension, to a program.

1.2.2

Budget Impacts

1.2.3

Schedule Awareness.

One of the primary objectives of Change Management is to contribute to intelligent cost and
schedule management so that a project can be delivered within its established budget and
delivery time frame. Early visibility of potential change allows informed decision making about
changes. Refined estimates of the cost and schedule impacts of change improve accuracy of
projections and maximize the use of Contingency funds.

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Many changes will not have direct cost impacts to projects, but do drive schedules. Extensions
of schedules have impacts that lie outside of contract Contingency but affect project and
program Contingencies through extended facilities (field office) costs and personnel and
personnel support expenses. Other impacts are extended program management and
construction management fees. Extended schedules can also result in delayed revenue streams
when completed projects produce income.

1.3

1.3.1

Change Management Fundamentals

Techniques

Change management begins with the establishment of processes to identify potential changes,
determine ownership, seek alternatives, determine their cost and schedule impacts, determine
acceptance or rejection of the change, negotiate the change, and issue change requests.
Inherent in this process is the assignment of authority and responsibility for the
identification/capture, tracking, review, and approval functions that are part of the process.

1.3.2

Pre-Design Phase

1.3.3

Design Development Phase

The pre-design phase of a project establishes basic project information, technical purpose, and
rough order of magnitude cost. This phase itself is an atmosphere of change as alternatives are
explored to establish a fundamental scope and reduce that to a scope statement and rough cost.
Because of the very broad scope found in the pre-design phase, change management is
concerned only with high order changes that alter the intent and larger scope of a project
location, area, purpose. Changes in the pre-design phase are rare.
Design Development usually consists of 30 percent, 60 percent, and 90 percent design stages.
Design is an iterative process in which each stage becomes more defined, developed, and
elaborated. As a result, changes occurring later in the cycle have a more pronounced effect on
the cost of design because of the re-work they require. Changes in design will drive changes in
scope statements, drawings, and specifications.

Change identification for design contracts is concerned primarily with impact on the cost and
schedule to design, but has other far-reaching effects. Output from change management in
Design Development may drive changes in the cost to construct as well as the cost to operate
and therefore affect program cost Contingencies. The total impact of a change should be
considered when evaluating for acceptance.

Changes during the Design Development Phase have multiple impacts and, therefore, a larger
shareholder audience that includes end users, the owning agency that will operate the facilities,
and funding resources.

1.3.4

Construction Phase

In the construction phase, change management has the greatest impacts and the takes on a
special importance. Changes in this phase are the most costly, the most time consuming to
process, and the most contentious. They typically derive from defective design, design
enhancements, material and equipment changes, delays, unknown utilities, and differing site
conditions. Regardless of source, changes must be identified and tracked to final resolution.
Many of the changes cannot be avoided. Others are a matter of choice. All potential changes,
including overruns or underruns in quantities (BOQ), must be dealt with as changes until they are
resolved. Early identification contributes to effective cost management.

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Managing Change

2.1

Identification

Contractor-Requested Changes. Contract provisions usually require a contractor to

identify change within a certain time frame. While these provisions are meant to
encourage early identification of change, they are largely unenforceable in the courts
and should not be deemed reliable. Establish a project culture that encourages early
identification of change. There are several effective methods. One of the most effective
methods is review of the Five Top Issues in weekly progress meetings. Other sources
are more direct, including Requests for Information; submittals requesting approval of
alternate materials or equipment; submittal logs indicating delays in approval cycles;
schedule updates; and contractor correspondence.

Change identification is a global responsibility and is the concern of all stakeholders in the
project. Sources are:

Stakeholder-Requested Changes. Usually as a result of changes in anticipated usage,

access, or finishes.

Owner-Directed Changes. May emanate from advance notice of defective design,

configuration changes, changes in preference, changes in usage, or budgetary
constraints.

Each potential change is assigned a unique identifying number and entered in the Change
Request Register (CRR) by the Construction Managers (CMs) Project Control staff. See also the
Cost Management Guideline.

Identify each potential change, enter into the change control system, investigate its merits,
provide preliminary cost estimates, and forecast the cost of the change. Track all changes
through the approval process to completion. They will either be accepted after some negotiation
or rejected. Until finalized they remain a component in cost forecasting. If accepted, they
become a part of the contract and the baseline is revised to accommodate the change.

2.2

2.2.1

Tracking Change

Change Request Register

The CRR is maintained by the Construction Manager. As each new potential change is identified,
it is assigned a unique number, logged, and forwarded through the Construction Manager to the
Program Manager (PgM) to the MODON Project Manager. The estimated impact of changes is
part of the initial analysis of a change. It is a process that is refined as a change is further
developed and additional information becomes known.
The CRR is generally not shared with the Contractor because it may contain sensitive information
that would provide an advantage to the Contractor. It is an internal document for MODON use
in managing change and Contingency.

2.2.2

Review

The CRR is reviewed weekly in its entirety by the CM, PgM, and MODON Project Manager. Those
portions of the CRR that affect the Contractor or have been generated by him are part of the
weekly and monthly progress meeting discussions. The MODON Project Manager has decisionmaking authority over what items will remain active in the CRR and what items do not have merit,
as well as the responsibility to push those changes to resolution within MODON. Putting off or
postponing the change process does not make things easier.
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Each potential change is retained within the CRR. Nothing is deleted. When items are judged to
lack merit, they are classified as lacking merit and made inactive. Only active items are
considered for further action.

2.2.3

Reporting

Change status reporting is part of weekly and monthly progress meetings. Status reporting
includes a listing of all approved, pending, and potential changes. The MODON Project Manager
will reject all potential changes that lack a cost component or fail to address schedule impact
and send them back to the PgM for further development. In order to keep the process moving,
all such returned items are sent with a suspense date.

Only active changes are explored in detail. Impacts of change are discussed for each change, as
well as the likelihood of the change coming to fruition. Reporting also presents the cumulative
effect of all changes and their impacts on Contingency funds.

2.3

2.3.1

Analysis
General

Analysis of potential changes is formal, written, documented, and fully supported. Use existing
guides and templates to fully describe how a change came into existence; how it impacts the
project in terms of cost, schedule, and sustainability; how it impacts other projects; its effects on
stakeholders; and compensability.
Key questions are:
a.

b.

Does the change have merit?

Is the change compensable?

Merit and compensability are closely related. That a proposed change has merit means simply
that under the terms of the contract, it is a change in scope, cost, or schedule from that
anticipated at time of bid. That a change is compensable means that the contractor is entitled to
additional remuneration as a result of the change. Compensable delays are always beyond the
control of the contractor. Changes that have merit are not necessarily compensable. As an
example, consider changes as a result of extraordinary weather conditions that entitle a
contractor to additional days but no additional compensation (effectively a relief from liquidated
damages or late completion penalties).

Carefully consider concurrent delay. Concurrent delay occurs when, through his own fault, the
contractor has delayed progress at the same time that an owner fault has caused delay. In such
cases, the delay caused by the Owner is considered inconsequential because, had the Owners
action not taken place, the delay would have occurred anyway. MODON Project Control staff
members are experts at analyzing the schedule impact of change.

In considering changes not dictated by design flaws or site conditions or Owner direction, keep
in mind that, if a change does not benefit the Owner, it should not be considered. For purposes
of this discussion, consider quantity change from the BOQ to be a design flaw. Advantages to
the Owner as a result of changes are reduced cost, better product at the same cost (assumes
reduced sustainability cost), an equal product at a lesser cost, or an enhanced revenue stream.
Changes are frequently presented as being faster, saving time, etc. Changes concerned with
schedule enhancement are beneficial to an Owner only if the schedule enhancement translates
to an earlier revenue stream. If a project can be finished faster and that translates to an Owner
receiving income from the project earlier, then that change is of benefit only if the amounts
received earlier exceed the cost of making the change. In order to be beneficial to the Owner,
any schedule enhancement must be on the critical path. Performance enhancement of activities

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that are not on the critical path only creates float. Creating more float is not to the Owners
advantage.
Determining ownership of a change is often a key to compensability. Ownership defines the
source of the change and causative factors. As a general rule, a Contractor is entitled to
additional compensation for changes that occur as a result of factors beyond its control. Analysis
of causative factors in delay may determine that entities other than the Owner are at fault, as in
interference from other contractors.

Impacts from change can extend far beyond the immediate and obvious effects. This condition
is particularly relevant in larger, multi-disciplined projects. Schedules of one project may affect
coordination points with another. Other factors to be considered in change evaluation are the
compatibility of equipment and materials; maintenance spares and special knowledge;
durability; and life-cycle cost.

2.3.2

Cost

2.3.3

Schedule

2.3.4

Other Considerations

Cost is a necessary component of all changes. Analysis of proposed changes, even zero cost
changes, must address cost. In the initial stages, cost projections are usually order of magnitude
estimates with an accuracy of 50 percent. As scope is refined and the change becomes more
concrete, cost margins narrow. Cost can vary significantly when changed items affect schedule
duration because overheads are affected. Those changes that are based in quantity changes of
the BOQ enjoy early accuracy, with changes in cost driven solely by changes in quantity. Changes
should not be pursued until scope development allows estimate accuracy of less than
10 percent.
Schedule impacts can be a big factor in determining cost of a project. Schedule extensions are
usually expensive. Compensability of extended schedules is a big issue. A contractor is entitled
to additional overheads when causes attributable to the owner result in schedule extension.
However, compensability of delay is negated by concurrent delay, delays not on the critical path,
self-inflicted delay, and delays beyond the control of the Owner (e.g., weather). Delays beyond
the control of the Owner or his agents are compensable by time and time only. This means that
the Contractor is excused from liquidated damages, but not entitled to additional compensation.
Delay analysis is a particular skill and should be left to experts in the field.
Other considerations in analysis of changes are overheads, G&A expense, and profit. Whenever
a change requires additional personnel or the extension of existing personnel beyond their
planned duration on a project, overheads and G&A come into play. Overheads must be
considered in three categories personnel, support, and general conditions items.
Adding personnel incurs not only their direct salary and benefit costs, but costs of mobilization
and demobilization, visas, dependents, lodging, meals, COLA, vehicle allowances, R&R, etc. In
cases of added personnel, do not accept application of standard rates for salaries and overheads.
Require hard numbers supported by quotes or actual experience. Support costs also include
benefits like insurance, 401(k) plans, retirement plans, etc. All are real costs to a contractor.

General Conditions costs include offices, office supplies, utilities, portable toilets, etc. Check
carefully to assure that support costs have not been included in another category. As a general
rule, these costs are not acceptable as part of a change, unless the change extends the original
contract period.

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2.4

2.4.1

Disposition
Yes or No

Pending changes must be moved quickly to resolution. Where changes have longer lasting
effects and may continue over the life of a project, seek a lump-sum adjustment early rather than
wait until the change can be fully known. Early settlement of a proposed change transfers the
risk of execution to the Contractor and removes the issue from further consideration as a
potential change.

Keep the process moving. With age, the components of change become less clear and
documentation less meaningful. It is not a good idea to save all the changes until the end of a
project and then seek resolution.

2.4.2

Contingency

Contingency provides funding for changes. Contingency is not to exceed -20% or +10% of
contract value. It must be managed carefully and conservatively. Part of managing Contingency
is knowing what changes are likely. To this end, it is important to identify changes as soon as
possible, assess cost impacts, and determine merit. Contingency cannot be managed effectively
without the visibility of potential changes.
Contingency amounts may change over the course of a contract. It is not uncommon to see
Contingency reduced as projects become more mature and the possibility of change decreases.
Therefore, it is highly beneficial to have complete visibility of all pending or potential changes to
the project at any time.

2.5

Value

2.5.1

Life Cycle

2.5.2

Sustainability

2.5.3

Standardization

2.5.4

Efficiency

2.5.5

Finishes

2.5.6

Architectural

In the review of proposed changes, consider the following:

Life cycle cost is it more cost effective to pay increased acquisition cost for lower operating
costs or increased life of an asset? Use the time value of money to determine if there is an
advantage.
Though sometimes concerned with recycling or consumption of non-renewable assets,
sustainability is usually related to the durability of an asset, spare parts availability, and ease of
repair.
Equipment and materials standardization offers substantial advantages in levels of operational
spares, the knowledge base of maintenance personnel, and support from manufacturers.
Energy efficiency balance the cost of energy over time against proposed savings. Use present
value analysis to present figures in terms of todays costs.
Quality of finishes the first consideration in finishes is suitability to purpose. Beyond being
suitable, is there a tangible benefit attached to finish changes?

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Architectural aesthetics are strictly Owners preference items. Items of upgrade cannot be
justified from a cost or schedule perspective. Reductions in the complexity of architectural
aesthetics have the potential for savings in both cost and schedule. In evaluating any reduction
of architectural aesthetics, focus on suit to purpose analysis.

2.6

Negotiation

Except for the most basic of changes founded in minor quantity changes in a unit-priced contract,
all changes must be negotiated. The purpose of negotiation is to reach a fair settlement that is
acceptable to both parties. Changes above a threshold established by senior management are
to be negotiated by contracts professionals. Though the MODON Project Manager may
participate in and support higher level negotiations, he should not lead the negotiations.

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Change Management System

3.1

Plan

The change management plan is a project-specific, written document describing how changes
will be dealt with. It defines the processes of identifying, presenting, and evaluating potential
changes, and disposing of proposed changes that lack merit.
The change management plan further describes roles, responsibilities, and authorities for each
sub-function of the change management process.

Use the plan and manage changes.

3.2

Project

Contingency is funding set aside at the project level to cover possible changeschanges in plan,
design, construction, execution unknowns, etc. Authority of the MODON Project Manager to
access Contingency is found in the Change Management Plan for the project. Contingency is not
a constant and should be redefined at each stage of the project. Contingency represents a range
of cost based on uncertainties. It usually decreases as the project becomes more defined and
more is known about the circumstances, details, and complexities of a project. The budget
Contingency should be based on the upside of the cost range for a particular stage of
development in order to provide a conservative allowance to cover all generally known risks at
each stage. Based on the order of magnitude estimates included in the original budget,
Contingency would range from +50 percent to -30 percent. In the case of a 10 million (MM) Saudi
Arabian Riyal (SAR) budget, the project may cost as much as 15MM SAR or as little as 7MM SAR.
The budget would be 10MM with a 5MM Contingency line item.
Upside Contingency threshold guidelines are as follows:
Preliminary Estimate

+50%

Design and Bid Estimate

+15%

Budget Estimate

Construction (bid)

3.3

+30%
+10%

Program

Contingency is managed as a whole at the Program level and is controlled by the Director
General or his designee, who has the authority to increase or decrease Contingency at the
project level across all MODON projects.

Typical sub-grantees of Contingency management are Department Heads and their Senior
Managers. Authorization and Authority Levels are assigned in writing. See the Best Practice
Manual for guidance on levels of approval and financial authority.

3.4

Change Control

Change control is essential to cost management. From the beginning of the contract, assume
that there will be changes and have a plan to deal with them effectively. The change
management plan deals with the specific methods, procedures, protocols, and levels of authority
to manage change.

In considering changes not dictated by design flaws or site conditions, keep in mind that if a
change does not benefit the Owner, it should not be considered. Advantages to the Owner are

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reduced cost, better product at the same cost (assumes reduced sustainability cost), or an equal
product at a lesser cost. Changes concerned with schedule enhancement are beneficial to an
Owner only if the schedule enhancement translates to an earlier revenue stream. These kinds of
changes are usually found in manufacturing or production environments and are not generally
seen in infrastructure projects.

3.5

Change Request Pricing

If BOQ rates already exist for change, these must be applied in the change request. If the BOQ
does not include a rate for the change, the change needs to include three quotations, with the
lowest being used as the basis of change

The first iteration of change request pricing is normally from the initiator of the change. In
practice, the Contractor identifies most of the changes and submits a proposed change with
pricing. In the case of Owner-initiated change, the Owner is responsible for an initial estimate,
which he holds confidential. The first published change pricing is the pricing proposal received
in response to the Owners request for quote.

Pricing methods depend on contract language and structure. Where identical or similar work is
priced within the schedule of values, it may be appropriate to use those values. Keep in mind
that where general conditions and mobilization are not separate bid items, their costs have been
included in the unit prices and will be included in change request pricing even though they may
not be applicable. This will be an advantage to the contractor in additive changes and a penalty
in deductive changes.

The objective is pricing that is equitable. Sources of cost can be from published sources, historical
bases, or contractually based. Separate presentation and analysis are required for schedule
impacts that are driven primarily by overheads and are distinctly different from construction
costs.

3.6

Claims

Claims are essentially proposed changes that were rejected by an Owner, but that the other
party considers to have merit. Settlement of claims impacts Contingency and should be
considered in forecasting. Amounts included in the forecast for settlement of claims are a
judgment call that depends on the likelihood of settlement award to the claimant.

Depending on contract language, most claims will be settled by arbitration, in which a neutral
third party will determine merit and settlement provisions for cost and schedule. Others will be
settled by legal action. If found to have merit, a judgment will be awarded to the party bringing
the claim and the judgment will become the subject of a change request.
In a practical sense, the MODON Project Manager is only concerned with those claims going to
arbitration. Legal proceedings are usually so lengthy that near-term cost estimates and forecasts
will not be affected.

3.7

Productivity and Impact Analysis

Productivity and impact are often components of changes that alter the sequence of construction
or push construction into different time frames and must be considered. Effects on productivity
can be weather, multiple shifts, interference from other trades or contractors, restricted access
to the work site, restricted work hours, etc. Impact analysis is the justification for productivity
changes and the hard costs associated with them. Other related cost factors may be worker
accommodation, extended camp costs, extended overheads, etc. See also Guidelines for Cost
Management and Schedule Management.

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References

The following references are applicable to this Change Management Guidelines document:
Document Reference Number

Title

ORG1-06-002-MOD-TS0-0-PRM-PRO-1169-00

Scheduling Policy

ORG1-06-002-MOD-TS0-0-PRM-PRO-1171-00

Scheduling Guidelines

ORG1-06-002-MOD-TS0-0-PRM-PRO-1170-00

ORG1-06-002-MOD-TS0-0-PRM-PRO-1117-00
ORG1-06-002-MOD-TS0-0-PRM-PRO-1156-00
ORG1-06-002-MOD-TS0-0-PRM-PRO-1157-00

Scheduling Procedure

Change Management Policy

Change Management Procedure

Cost Management Procedure

Cost Management Guidelines

Best Practice Manual

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Forms and Templates

The following templates are applicable to this Change Management Guidelines document:
Document Reference Number

Title
Change Request Form Template

Change Request Register Template

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Procedure

Change Management Procedure

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Please note:
UNCONTROLLED VERSION WHEN PRINTED OR SAVED LOCALLY.
Refer to the Controlled Document in the MODON Platform for the latest version.

Approval Sheet
Document Owner: <Insert Name Insert Job Title>
Signature:

Date:

Does this new or newly revised document:

1.
2.

Affect the Programs or Projects scope, schedule, cost, or technical basis?

AND/OR
Create a modification, addition, or deletion to, in, or from the services (the obligations of the
parties under the Services Agreement), as detailed in the Agreements between MODON and
the Contractors/Consultants?

NO YES

If YES, please follow the Change Management Procedure (ORG1-06-002-MOD-TS00-PRM-PRO-1117-00) before this document is routed for signatures.

Revision History
Revision

Date

Additions/Modifications
<First Issue>.

Review and Approval

Program Management Office (PMO):

We have reviewed this document and completed the Document Review Checklist accordingly.
Title
Prepared
by:

<Name of Preparer>
I have prepared this document in
accordance with MODON
requirements and Brand
Guidelines.

<Job Title of Preparer>

Reviewed
by:

<Name of Reviewer>
<Job Title of Reviewer>
I have reviewed this document for
its accuracy and technical content,
and to meet MODON
requirements.

Checked
by:

<Name of Checker>
<Job Title of Checker>
I have checked this document for
its layout and format, and to meet
MODON requirements.

Approved
by:

<Name of Approver>
I have approved this document
for implementation.

<Job Title of Approver>

Signature

Date

Acronyms and Abbreviations

AACEI

Association for the Advancement of Cost Engineering International

ANSI

American National Standards Institute

CII

Construction Industry Institute

CMAA

Construction Management Association of America

CRF

Change Request Form

CRR

Change Request Register

MODON

Saudi Industrial Property Authority

P6

Oracle Primavera P6 Professional Project Management Software

PMI

Project Management Institute

PMO

Program Management Office

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Terms and Definitions

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Contents
Approval Sheet ...................................................................................................................... 2
Acronyms and Abbreviations .................................................................................................3
Terms and Definitions ............................................................................................................4
1

Application .................................................................................................................6

Identification of Changes ............................................................................................7

4
5

6
7
8

10

Process ....................................................................................................................... 6
Justification ................................................................................................................7

Analysis ...................................................................................................................... 8
Negotiation ................................................................................................................9
Change Request .........................................................................................................9

Responsibility .............................................................................................................9
References ................................................................................................................10

Forms and Templates ...............................................................................................10

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Application

This procedure and amplifying information in its references apply to all MODON projects and to
all vendors and contractors in their dealings with MODON. It applies to all MODON contractors
and consultants (contractors) of every nature and is applicable to all projects directly funded by
MODON or over which MODON exercises management control.
Formal Change Management is required for all changes affecting any of the following:

Scope: Any modification to the Bill of Quantities including additions and deletions

Schedule: Any extension of time to be granted or schedule acceleration request

Cost: Any change to the contract cost either negative or positive

Process
a.

The Change Management Process is sequential and proceeds in the following

steps:

b.

c.

d.
e.
f.

Change identification
Change definition

Change justification
Impact analysis

Estimating the cost of change

Negotiation of cost and schedule

Change Request approval

Issuance of Change Request

All change is measured against the Contract baselines of scope, schedule, and
cost. MODON will assess requests for change and determine whether change
is indicated under the Contract documents and the terms and conditions of the
Contract. The only changes that MODON will entertain as compensable are
those changes that are deemed to be outside the control of the Contractor.

Scope change includes changes to project conditions, Contract provisions

(time for completion, end date, penalties, etc.), configuration, layout, quality,
quantity, and specification. Changes to any of these elements require Change
Request to be made a part of the works.

Schedule change includes any imposed or required change to the Contractors

delivery schedule (approved baseline) as a result of scope changes,
interference, owner direction, or adverse weather.
Cost change is any change affecting unit prices, overheads, or the total value
of the Contract.

The concepts and approach used by MODON for change management are
consistent with leading industry practices including the Project Management
Institute (PMI), Construction Industry Institute (CII), Construction Management

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Association of America (CMAA), Association for the Advancement of Cost

Engineering International (AACEI), and American National Standards Institute
(ANSI).

Identification of Changes
a.

b.

c.
d.

e.
f.

It is incumbent upon all participants in the project to identify changes as early

as possible and introduce them into the Change Management Process. Each
potential change is identified on a Change Request Form (CRF) at the earliest
possible opportunity and promptly referred to higher management.
A perceived need for change may be initiated by any member of the project
team or any stakeholder. Initial discussions about a specific change will
normally take place in weekly progress review meetings. Formal introduction
is via the CRF as a Potential Change. (See the Change Request Form Template.)

In Design Contracts, request for change is introduced via the Technical Section
Manager and the MODON Project Manager.

In Construction Contracts, the route of introduction depends upon the source

of the change. Changes emanating from the Designer of Record or higher
authority within MODON itself will be introduced through the MODON Project
Manager. Changes emanating from the Construction Contractor will be
introduced through the Construction Manager.
Requests for Change are sequentially numbered. Numbers are controlled and
assigned by the MODON Project Manager or his designee.

Each CRF is entered into a Change Request Register (CRR) maintained by the
MODON Project Manager or his designee. (See the Change Request Register
Template.) Each CRR entry is maintained into perpetuity. no entry is ever
deleted from the CRR. Disposition of all potential changes is reflected in the
CRR.

Justification
a.

b.
c.

Each identified change must be fully justified. Justification shall include the
business case, schedule and cost impact analysis, and exploration of
alternatives, including the alternative of doing nothing. The underlying premise
of justification is that the proposed change must offer some advantage to
MODON. If there is no benefit to the owner, there is no point to making the
change.
Justification is the responsibility of the originator of the request, who is
obligated to produce a compelling case for the proposed change and a
substantive discussion of alternative courses of action.
Schedule impact analysis shall be a part of justification. Analysis shall be based
on current Oracle Primavera P6 Professional Project Management Software
(P6) schedules and shall make reference to the approved baseline schedule.
Full disclosure of concurrent delay is required as part of the analysis.

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d.

e.

f.

Cost estimates shall be presented in Microsoft Excel. Structure estimates in

logical sequence of activities with breakouts for material, equipment, and
labor. Back up files shall be in native format to enable analysis. Fully disclose
all assumptions used in the estimate. Backup for the estimate shall include
supplier quotes for materials and services, governmental fees, taxes,
productivity calculations for equipment and labor, and all markups. Use fully
loaded Contract unit rates where applicable.

When fully loaded Contract unit rates are not applicable, markups for profit
and overhead shall be prudently applied and fully justified. Profit shall be
consistent with that for the Contract as a whole. Field overheads shall be
justified on individual applications and shall not apply unless there are
increases that drive specific overheads (superintendents, etc.). Adjustment of
overhead does not apply to reductions of less than 10% of Contract value.
Cost impact shall address product life cycle and fully explore replacement
costs, O&M effort and cost, and spares inventory issues.

Analysis
a.
b.
c.

d.

e.
f.

g.
h.

Analysis is a structured process performed at several levels within the project

framework, each reviewing the totality of input, making comments, and moving
forward with recommendation for acceptance or rejection.

Review and analysis of proposed changes is urgent and shall be moved quickly
through the process without undue delay.

In Design Contracts, review authority lies with the Technical Section Lead, who
enters comments and makes recommendation to the MODON Project
Manager. Several iterations between Designer and Technical Section may be
required before arriving at final recommendation.

In Construction Contracts, initial review is by the Construction Manager.

Several iterations between the originator of the proposed change and the
Construction
Manager
may
be
required
before
arriving
at
conclusion/recommendation and moving forward to the Program Manager.
Where alternate design or changes to existing design are required, the
proposed change shall be forwarded to the Designer of Record for comment
and impact assessment, including the cost of re-design.

Construction Manager shall forward his analyses, comments, and

recommendations to the Program Manager for his review. Program Manager
shall fully evaluate the proposed change, comment, and forward his
recommendation to the MODON Project Manager.

Approval and further recommendation lies with the MODON Project Manager.

If a proposed change is rejected at any point in the review process, the

MODON Project Manager, or his designee, shall update the CRR and close out
the action.

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Negotiation
a.

b.
c.

Negotiations shall be chaired by the MODON Project Manager, but led by a

contract professional skilled in negotiating changes. Support for negotiations
will be provided by the Regional Project Controls Manager.

Final negotiations shall address the change itself, as well as the impacts to cost,
schedule, specification, and Contract issues of penalty and performance time.
Negotiations are subject to final approval by the Director General.

Change Request
a.

b.
c.

d.
e.

If the MODON Project Manager determines that the proposed change is in the
best interests of MODON, he shall notify the proposer of the change and the
implementer of the change. Negotiations shall be scheduled with the
implement of the proposed change.

All changes shall be resolved by a Change Request issued by the MODON

Project Manager to the Contractor(s). In situations where the Designer of
Record is engaged to evaluate and resolve potential changes and no Contract
mechanism exists for his compensation, a separate Change Request shall be
issued to the Designer of Record.

Upon approval of the Change Request, the MODON Project Manager, or his
designee shall update the CRR to show completed action.
No changed work, except that authorized in writing as Force Account Work,
may proceed in the absence of an approved Change Request. No work shall
be undertaken by any party without final approval of a Change Request from
the Director General and acceptance of the Change Request by the
Contractor.

No schedule baseline may be revised, extended, or contracted in the absence

of an approved Change Request.

Change Requests shall be stand-alone and complete, fully addressing the full
impacts of the change in terms of drawings, specifications, configuration,
layout, cost, compensation, schedule, time of performance, and resources.

Responsibility
a.

b.
c.

MODON Project Controls is responsible for developing, implementing and

maintaining change management policies, procedures, tools, and best
practices for use by MODON Project Managers and Contractors on their
projects and programs.

MODON Management is responsible for department-wide implementation of

this policy.

Contractors to MODON are responsible for adherence to this procedure and

execution of their respective roles under the procedure.

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d.

CRRs shall be maintained at the project level by the Construction Manager.

CRRs shall be maintained at the program level by the Program Manager.
Ultimate responsibility for maintenance of the CRR lies with the MODON
Project Manager.

References

The following references are applicable to this Change Management Procedure:

Document Reference Number

Title

ORG1-06-002-MOD-TS0-0-PRM-PRO-1169-00

Scheduling Policy

ORG1-06-002-MOD-TS0-0-PRM-PRO-1170-00
ORG1-06-002-MOD-TS0-0-PRM-PRO-1156-00

10

Scheduling Procedure

Change Management Policy

Cost Management Procedure

Forms and Templates

The following templates are applicable to this Change Management Procedure:

Document Reference Number

Title
Change Request Form Template

Change Request Register Template

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MODONResponsibilityAssignmentMatrix

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AN
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G
CT
AG ER
C
ER
O
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es
O
ig
P
ne LS
ro
gr
r
am
C
on
M
st
an
ru
ag
ct
er
io

n
M
C
an
on
ag
tra
er
ct

or

LEGEND:

Sr.MODON ProjectsDepartment

Consultants

KTR

ProjectInitiation
ProjectCharter

Ap

Ap

Ap

Ap

Ap

Ap

Ap

Ap

Ap

Ap

Ap

Ap

Ap

Ap

Ap

KickoffMeeting

DesignSchedule

Ap

Ap

Designs,drawingsandspecifications

Ap

Ap

Ap

ProgressTechnicalReview

Ap

ProgressReporting

Ap

Ap

Ap

Ap

Ap

Ap

Ap

Ap

Ap

Ap

Ap

Ap

Ap

Ap

Ap

Ap

Ap

RFPDevelopandIssue

Ap

Ap

Ap

BidEvaluationandReport

Ap

Ap

Ap

Ap

Ap

Administration
ImplementationofPolicies,Procedures,andStandards
ConsultantRFPDevelopandIssue
ConsultantInvoiceProcessing

Ap

DocumentControl

Design
RFPDevelopandIssue

Ap

BidEvaluationandReport
AwardRecommendation

Ap

IFBCommercialSections

Ap

InternalProgressReporting

ValueEngineeringandConstructabilityReview
ConstructionSchedule
ConstructionEstimate

TenderDocuments
StakeholderManagement

Construction
RFPDevelopScopeofWork

ContractAwardandRecommendation

Ap

KickoffMeeting

InvoicePreparation
InvoiceProcessing

Ap

Ap

Ap

Ap

Ap

Submittals

Ap

Ap

Document Reference Number: ORG1-06-002-MOD-TS0-0-PRM-MAN-1211-00

Rev: R0
Issued: 10 August 2015
8/11/2015

Ap

Ap

Ap

Ap

Ap

Ap

Ap

ValueEngineering
ProgramSchedule

R
I

ProjectSchedule

C
R

Ap

Ap

ProgressReporting

ConstructionDocumentControl
ProgressReview

Ap

Ap

RACIMODON.xlsx
MODON
Page 1 of 1

MODONResponsibilityAssignmentMatrix

ManagersandExecutingAgents
Tasks
CostManagement

R
Ap
C
I

=Responsible
=Approval
=Consult
=Informed

D
P
RO IRE
C
JE
CT TOR
SD
G
EN
EP
ER
P
A
RT
OR
AL
M

TF
P
E
RO
OL
NT
IO
GR
D
IR
AM M
A
NA ECT
/P
OR
RO
T
GE
EC

RS
HN JEC

T
IC
M
A
P
RO LM ANA
AN
JE
G
CT
AG ER
C
ER
O
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es
O
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P
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gr
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am
C
on
M
st
an
ru
ag
ct
er
io

n
M
C
an
on
ag
tra
er
ct

or

LEGEND:

Sr.MODON ProjectsDepartment

Consultants

KTR

Ap

Ap

ChangeManagement

Ap

Ap

Ap

Ap

Ap

QualityManagement

Ap

Ap

Ap

Ap

Ap

Ap

Ap

Ap

Ap

Ap

CommunicationsManagement
RiskManagement

StakeholderManagement
NoObjectionCertificate
CostReporting

ContractAdministration

C
I

DevelopandTrackKPI's

Ap

Safety

Estimating

Ap

Cashflowprojections

Ap

TestandStartup

Ap

Warrantiesandguarantees

Ap

VendorandUserTraining

Ap

Spares

Ap

Ap

PreparePunchlist

Ap

TurnoverInspection

Ap

Ap

Ap

Ap

Ap

Ap

Handover
I

Closeout
DemobandCleanup
FinalInspection
CommercialCloseout

Ap

Ap

AsBuiltsandVerification
RetentionRelease

Ap

Document Reference Number: ORG1-06-002-MOD-TS0-0-PRM-MAN-1211-00

Rev: R0
Issued: 10 August 2015
8/11/2015

Ap

Ap

Ap

Ap

Ap

I
C

I
I

RACIMODON.xlsx
MODON
Page 2 of 2