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.

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Public Private Partnerships (PPPs) cover a range of possible relationships between public and private parties. PPP contracts are typically used in contexts of great uncertainty, such as large construction and infrastructure projects that are realized over a longer period of time. Hence, a major challenge in PPPs is to keep construction progress cost-efficient and on schedule, under continuously changing circumstances. One way to achieve this is through clever contracting, by proactively anticipating potential change in the planning phase and providing flexible contract mechanisms that enable an effective response. The purpose of this article is to discuss potential changes and the subsequent requirement of flexibility in PPP contracts. By flexibility, we mean the ability of the contract to deal with changing circumstances. We set out to do so by studying the available literature on the subject and by analysing the case study of the Blankenburgverbinding in the Netherlands, a Design, Build, Finance and Maintain (DBFM) project that is currently in its planning phase based on 32 interviews. Our main findings are that the timely and accurate recognition of potential changes, combined with the availability of flexible coping mechanisms, provide the stakeholders with a better understanding of the challenges they face in realizing their aims in the pre-contract phase of projects. This understanding helps to better prepare a PPP contract for potential changes.

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The construction industry is going through hard times in many countries. This is certainly true in the Netherlands as all big Dutch contractors face disappointing results. The market policies of major (public) clients are held accountable by politics and the market for this situation. However, for the operation and development of transport infrastructure networks, a sustainable construction industry is essential. But how do public infrastructure network managers involve this industry in their network management? And does this involvement lead to the development of a sustainable construction market? In this paper we argue that the market policies of public transport infrastructure administrators (still) favour price competition and risk opportunism, thereby inhibiting a healthy development of the industry. This paper describes the reciprocal relation between public infrastructure network administrators (in their role as manager of the network and client) and the construction industry as a supplier of infrastructure hardware and services. It reveals that a sustainable development of the construction industry can only be achieved through the development of a value awarding mechanism, explicitly linked to the functions of the infrastructure network instead of to intermittent one-off projects. The paper will give practical recommendations for (public) infrastructure network administrators how to stimulate the creation of added network value through sustainable market involvement.@en

PPPs (Public Private Partnerships) are a range of possible relationships between public and private parties. They are realized mostly in contexts of great uncertainty. A challenge in PPPs such as DBFM (O) (Design, Build, Finance, Maintain, Operate) contracts or projects is how to keep the contract progression efficient when there is a high degree of uncertainty. The purpose of this paper is to discuss the potential of changes and requirement of flexibility in a DBFM contract through a case study and to present recommendations for future DBFM contracts. An extensive literature review on the subject of changes and flexibility is provided. Furthermore, this paper describes the results (analysis) of 32 interviews conducted in relation to the case study, the Blankenburgverbinding project. The main findings show that change recognition and flexibility perspectives in pre-contract phase provides the client and stakeholders a better understanding of the challenges facing the organization in realizing its aims and delivering a DBFM project in its complex environment.@en