Change management is a term that is used to refer to the preparation and support that is required in the

process of organisational change. It provides a structured approach to helping individuals, teams and
entire organisations change their approach, attitude, position and responsibilities within an organisation.
It can be appropriate to assist in the redirection or redefinition of; budget allocations, resource use,
business process, and other modes of operation.

In analyzing project failure, a good project manager must be able to recognize the red flags of a
project.This ability will allow them to catch and address issues before they become problematic. Early
detection of any potential issues is the difference between a small amount of rework and devastation to
the entirety of a project.Some of the reason why projects fails is a) Poor project planning b) Poor
management c) Poor communication d) Risk management gone wrong e) No accountability and f) Lack
of Visibility.

Critical success factors (CSFs) are inputs to project management practice which can lead directly or
indirectly to project success. It encompasses many elements, which have to be synchronized to ensure
the project delivery on time. The extent of the relationship between CSFs and project performance
comes from the development of the five critical success factors in project management namely (1)
Project management action (2) Project Procedures (3) Human Factors (4) External Issues and (5) Project
related factors.

Project controls are the data gathering, management and analytical processes used to predict,
understand and constructively influence the time and cost outcomes of a project or program; through
the communication of information in formats that assist effective management and decision making.

An effective project control system contains a monitoring policy, which states what, how, where, when,
and by whom to monitor; and an intervention and control policy, which states what, how, where, when,
and by whom to prevent, intervene, and correct. Project control systems can be classified as one-
dimensional or multidimensional.Both systems monitor the achievement of one or more pre-defined
project objectives, where in a one-dimensional project control system these objectives are not
integrated while in a multidimensional project control system they are.

Statistical process control procedures are widely applied to understand and improve the production
process of construction materials. Application of quality control procedures in monitoring the
production, delivery, and construction process is essential, especially when the historical data collected
on various projects can be used to gain better insight to the operational procedures. Such information
will promote interaction; reduce the liabilities, and benefits the owners and suppliers if any of the design
parameters that is below the minimum requirement can be identified as soon as possible. The longer
time it takes to detect discrepancies in the data, the more the penalty, project delays, and the higher the
associated costs to the owners and suppliers.

The theory of constraints (TOC) is a management paradigm that views any manageable system as being
limited in achieving more of its goals by a very small number of constraints. There is always at least one
constraint, and TOC uses a focusing process to identify the constraint and restructure the rest of the
organization around it. TOC adopts the common idiom "a chain is no stronger than its weakest link". This
means that processes, organizations, etc., are vulnerable because the weakest person or part can always
damage or break them or at least adversely affect the outcome.

Total quality management (TQM) is a theory of management the purpose of which is to improve an
organisation’s ability to deliver quality to its customers on a continuously improving basis. As a
philosophy, TQM is more associated with manufacturing and service industries, although has also been
applied to construction as clients increasingly demand a high standard of delivery for large and complex
buildings. TQM can be applied in construction as a way of approaching the conception, visualisation and
achievement of goals to ensure quality and productivity, with an emphasis on innovation and new
technology.

Risk management in construction is designed to plan, monitor and control those measures needed to
prevent exposure to risk. To do this it is necessary to identify the hazard, assess the extent of the risk,
provide measures to control the risk and manage any residual risks.