On a design-build project that is 75% complete, the design-builder proposes a change order to modify several features that are not yet installed. The design-builder explains these modifications are necessary to stay on time and on budget. What should the construction manager do FIRST?

On a design-build project that is 75% complete, the design-builder proposes a change order to modify several features that are not yet installed. The design-builder explains these modifications are necessary to stay on time and on budget. What should the construction manager do FIRST?

• A. Review the project management plan
• B. Reject the change
• C. Accept the change
• D. Advise the owner to reject the change

Answer: (A)

Start by following the project’s change control process as laid out in the project management plan. This is the first step because it defines who has authority to approve changes, what constitutes a change, and how impacts to schedule, cost, and scope are evaluated and documented. In this situation, the design-builder is proposing modifications to features not yet installed, with a claim that the changes are needed to stay on time and within budget. Before any decision is made, you must assess the proposed change against the baseline and the established procedures: confirm whether the change actually affects scope or only affects means and methods, determine the schedule and cost implications, and verify who must approve the change and how it should be documented. Since the project is 75% complete, the timing and sequencing implications could be significant, and proper review prevents unilateral or inappropriate decisions. Rushing to reject or accept without consulting the change control process could bypass contractual safeguards, increase risk of disputes, or lead to unfunded or misaligned work. By starting with the plan, you ensure the response is both compliant and informed, and you can then proceed to communicate with the owner and relevant stakeholders to determine the appropriate course of action.

Start by following the project’s change control process as laid out in the project management plan. This is the first step because it defines who has authority to approve changes, what constitutes a change, and how impacts to schedule, cost, and scope are evaluated and documented.

In this situation, the design-builder is proposing modifications to features not yet installed, with a claim that the changes are needed to stay on time and within budget. Before any decision is made, you must assess the proposed change against the baseline and the established procedures: confirm whether the change actually affects scope or only affects means and methods, determine the schedule and cost implications, and verify who must approve the change and how it should be documented. Since the project is 75% complete, the timing and sequencing implications could be significant, and proper review prevents unilateral or inappropriate decisions.

Rushing to reject or accept without consulting the change control process could bypass contractual safeguards, increase risk of disputes, or lead to unfunded or misaligned work. By starting with the plan, you ensure the response is both compliant and informed, and you can then proceed to communicate with the owner and relevant stakeholders to determine the appropriate course of action.