Cost performance of public infrastructure projects: the nemesis and nirvana of change-orders |
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| Authors: | Peter E. D. Love Zahir Irani Jim Smith Michael Regan Junxiao Liu |
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| Affiliation: | 1. School of Civil and Mechanical Engineering, Curtin University, Perth, Australia;2. Faculty of Management and Law, University of Bradford, Bradford, UK;3. School of Sustainable Development, Bond University, Robina, Australia;4. Department of Architecture and Built Environment, Northumbria University, Newcastle upon Tyne, UK |
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| Abstract: | The cost performance of a wide range of public sector infrastructure projects completed by a contractor are analysed and discussed. Change-orders after a contract to construct an asset was signed were, on average, found to contribute to a 23.75% increase in project costs. A positive association between an increase in change orders and the contractor’s margin were identified. Taxpayers pay for this additional cost, while those charged with constructing assets are rewarded with an increase in their margins. As the public sector embraces an era of digitisation, there is a need to improve the integration of design and construction activities and engender collaboration to ensure assets can be delivered cost effectively and future-proofed. The research paper provides empirical evidence for the public sector to re-consider the processes that are used to deliver their infrastructure assets so as to reduce the propensity for cost overruns and enable future-proofing to occur. |
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| Keywords: | Change-orders public sector cost performance infrastructure procurement |
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