In 1999, the Construction Industry Institute formed a task force to make the objective of zero accidents an achievable goal. The task force created guidance that companies have been able to implement, creating a zero accident culture, and making zero accidents a reality. In a similar way, can a culture of zero change orders be created?

The cost of capital projects in oil & gas, construction and infrastructure has been skyrocketing. In an effort to control costs, management of large global companies is changing management discipline in an effort to cut in costs. But is this a feasible approach? Is a “zero-change policy” desirable in a time of ever-improving technology and globalization? More importantly, is it desirable? And what are the implications for the project manager?
 
This session will describe and explain what a zero-change policy means in terms of project management, describe cases where change management has been applied, and discuss change management discipline requisites and potential approaches to implementing change management improvements.
 
Extensive use of real-life examples is made throughout the presentation.