[{"data":1,"prerenderedAt":-1},["ShallowReactive",2],{"detail-sidebar-cat-1-en-105":3,"doc-seo-384788-105":53,"doc-detail-384788-en":127},{"code":4,"msg":5,"data":6},0,"success",[7,14,19,24,29,34,39,44,49],{"id":8,"doc_module":9,"doc_module_name":10,"category_name":11,"show_sort_weight":12,"slug":13},11,1,"Template","Presentations",90,"presentations",{"id":15,"doc_module":9,"doc_module_name":10,"category_name":16,"show_sort_weight":17,"slug":18},12,"Resumes",80,"resumes",{"id":20,"doc_module":9,"doc_module_name":10,"category_name":21,"show_sort_weight":22,"slug":23},14,"Invoices",70,"invoices",{"id":25,"doc_module":9,"doc_module_name":10,"category_name":26,"show_sort_weight":27,"slug":28},15,"Posters",60,"posters",{"id":30,"doc_module":9,"doc_module_name":10,"category_name":31,"show_sort_weight":32,"slug":33},16,"Social Media",50,"social-media",{"id":35,"doc_module":9,"doc_module_name":10,"category_name":36,"show_sort_weight":37,"slug":38},17,"Forms",40,"forms",{"id":40,"doc_module":9,"doc_module_name":10,"category_name":41,"show_sort_weight":42,"slug":43},18,"Letters",30,"letters",{"id":45,"doc_module":9,"doc_module_name":10,"category_name":46,"show_sort_weight":47,"slug":48},21,"Paper Templates",5,"papers-templates",{"id":50,"doc_module":9,"doc_module_name":10,"category_name":51,"show_sort_weight":4,"slug":52},158,"General","general-158",{"code":4,"msg":54,"data":55},"ok",{"site_id":56,"language":57,"slug":58,"title":59,"keywords":60,"description":61,"schema_data":62,"social_meta":120,"head_meta":122,"extra_data":124,"updated_unix":126},105,"en","field-level-enhancement-practices-for-change-orders-field-level-enhancement-practices-for-change-orders","Field-Level Enhancement Practices For Change Orders - Field-Level Enhancement Practices For Change Orders","","Changes from as-bid work scope are common in construction, and contracts require mechanisms to manage change orders, yet existing guidance often overlooks field-level enhancements. Field failures in recognizing and processing changes can erode projected profits. The work proposes practical procedures: using electronic document analysis to detect drawing and scope increases, applying lump-sum pricing when unit pricing is not established, leveraging daily time cards and time card automation for labor cost calculations, and training field first-line supervisors to handle the required documentation while improving early-warning cost reporting and payment support.",{"@graph":63,"@context":119},[64,80,102],{"@type":65,"itemListElement":66},"BreadcrumbList",[67,71,74,77],{"item":68,"name":69,"@type":70,"position":9},"https://docshare.wps.com","Home","ListItem",{"item":72,"name":10,"@type":70,"position":73},"https://docshare.wps.com/template/",2,{"item":75,"name":11,"@type":70,"position":76},"https://docshare.wps.com/template/presentations/",3,{"item":78,"name":59,"@type":70,"position":79},"https://docshare.wps.com/template/field-level-enhancement-practices-for-change-orders-field-level-enhancement-practices-for-change-orders/384788/",4,{"url":78,"name":59,"@type":81,"image":82,"author":87,"headline":59,"publisher":90,"fileFormat":93,"inLanguage":57,"description":61,"dateModified":94,"datePublished":95,"encodingFormat":93,"isAccessibleForFree":96,"interactionStatistic":97},"DigitalDocument",{"url":83,"@type":84,"width":85,"height":86},"https://docshare.wps.com/thumbnails/field-level-enhancement-practices-for-change-orders-field-level-enhancement-practices-for-change-orders/384788.png","ImageObject",442,249,{"name":88,"@type":89},"Riley","Person",{"url":68,"name":91,"@type":92},"DocShare","Organization","application/pdf","2026-10-27","2026-09-24",true,{"@type":98,"interactionType":99,"userInteractionCount":101},"InteractionCounter",{"@type":100},"ViewAction",8,{"@type":103,"mainEntity":104},"FAQPage",[105,111,115],{"name":106,"@type":107,"acceptedAnswer":108},"Why are change orders a frequent issue in construction projects?","Question",{"text":109,"@type":110},"Change orders arise from owner decisions, A/E design decisions, field conflicts, changed jobsite conditions, or combinations of these factors.","Answer",{"name":112,"@type":107,"acceptedAnswer":113},"What are the two main goals of field improvement for change-order practices?",{"text":114,"@type":110},"Recognize valid change-order work promptly in compliance with contract requirements so it is not missed for compensation, and ensure the work is handled early to prevent it from escalating into a construction claim.",{"name":116,"@type":107,"acceptedAnswer":117},"How can field personnel detect changes that might otherwise be missed?",{"text":118,"@type":110},"They can leverage technology such as electronic document analysis to spot changes that were not properly called out in design drawings but still increase line-item work scope.","https://schema.org",{"og:url":78,"og:type":121,"og:title":59,"og:site_name":91,"og:description":61},"article",{"robots":123,"canonical":78},"index,follow",{"doc_id":125,"site_id":56},384788,1791724392,{"code":4,"msg":5,"data":128},{"doc_id":125,"user_id":129,"nickname":88,"user_avatar":130,"doc_module":9,"category_id":8,"category_name":11,"doc_title":59,"doc_description":61,"doc_content":131,"file_id":132,"file_url":133,"file_type":134,"file_size":135,"view_count":101,"is_deleted":4,"is_public":9,"is_downloadable":9,"audit_status":9,"page_count":136,"language":137,"language_code":57,"site_id":56,"html_lang":57,"table_of_contents":138,"faqs":139,"seo_title":140,"seo_description":61,"update_tm":141,"read_time":101},1374391975076,"https://ap-avatar.wpscdn.com/avatar/14000253ca4ec9f6853?x-image-process=image/resize,m_fixed,w_180,h_180&k=1783305029341752051","PM-3705  \nField-Level Enhancement Practices For Change Orders  \nNeil D. Opfer, CCP CEP PSP FAACE  \nAbstract–Changes from as-bid work scope are common in construction and therefore construction contracts typically have provisions for handling change orders. There is a significant amount of published information concerning change orders, but this information fails to focus on field-level enhancements in this area. Both from experience and discussions with other industry professionals have found that failures in handling change orders at the field level are a key reason for the erosion of projected profits on projects.  \nTherefore, field personnel need enhanced procedures for recognizing changes and then dealing with these changes. There are times when design-drawing changes seem to be purposely not called out, but these same changes significantly increase line-item work scope. Field personnel can take advantage of technology such as electronic document analysis to spot changes that otherwise would have been missed in plans. An approach to improvement should also look at pricing of change orders on a lump-sum basis unless unit-pricing is in place. Daily time cards and time card automation can both help with the calculation of labor costs. Field-first-line supervisors, often, are ill-suited to the paperwork involved in change order management and require training. Corrections for these above issues and others are essential and the focus of this discussion.  \nTable of Contents  \nAbstract .....................................................................................................................................1  \nIntroduction ...............................................................................................................................3  \nHow Significant is the Change-Order Problem In the Field? ........................................................4  \nChange-Order Issues with Designers ..........................................................................................5  \nAvoid Change Orders Where Possible with Lower-Cost Details ...................................................5  \nKnow the Contract Requirements ...............................................................................................6  \nConfronting “Minor-Changes” Contract Clauses .........................................................................7  \nChange-Order Approach with Negotiated Work Versus Hard-Bid Work ......................................7  \nField Supervisory Training/Education .........................................................................................8  \nCheck Cost Reports for Potential Early Warning of Changed Work .............................................9  \nField Documentation Essential for Receiving Payment .............................................................10  \nAvoid Cost Stacking on Existing Change Orders ........................................................................11  \nAvoid Cost Spreading to Change Orders ...................................................................................11  \nAvoid “Horse-Trading” Concerning Change Orders ...................................................................12  \nUnit-Price Change-Order Work and Potential Pitfalls ................................................................13  \nLump-Sum Change Orders Versus Time-and-Material Change Orders ......................................15  \nExperienced Personnel Necessary for Change Order-Cost Estimates ........................................16  \nFailure to Include Both Time and Cost or Other Impacts Resulting from Change Orders ...........17  \nAdequate Overhead Structure Necessary for Fair Compensation .............................................17  \nEmployee Participation in Change-Order Proceeds ...................................................................18  \nDaily Time Cards Versus Weekly Time Cards .........................................................","cbCaia9BW8DDHtCd","https://ap.wps.com/l/cbCaia9BW8DDHtCd","pdf",300272,23,"English","# Abstract\n# Introduction\n# How Significant is the Change-Order Problem In the Field?\n# Change-Order Issues with Designers\n# Avoid Change Orders Where Possible with Lower-Cost Details\n# Know the Contract Requirements\n# Confronting “Minor-Changes” Contract Clauses\n# Change-Order Approach with Negotiated Work Versus Hard-Bid Work\n# Field Supervisory Training/Education\n# Check Cost Reports for Potential Early Warning of Changed Work\n# Field Documentation Essential for Receiving Payment\n# Unit-Price Change-Order Work and Potential Pitfalls\n# Lump-Sum Change Orders Versus Time-and-Material Change Orders\n# Technology for Change-Order Recognition\n# Conclusion\n# References","[{\"question\":\"Why are change orders a frequent issue in construction projects?\",\"answer\":\"Change orders arise from owner decisions, A/E design decisions, field conflicts, changed jobsite conditions, or combinations of these factors.\"},{\"question\":\"What are the two main goals of field improvement for change-order practices?\",\"answer\":\"Recognize valid change-order work promptly in compliance with contract requirements so it is not missed for compensation, and ensure the work is handled early to prevent it from escalating into a construction claim.\"},{\"question\":\"How can field personnel detect changes that might otherwise be missed?\",\"answer\":\"They can leverage technology such as electronic document analysis to spot changes that were not properly called out in design drawings but still increase line-item work scope.\"}]","Field-Level Enhancement Practices For Change Orders - Field-Level Enhancement Practices For Change Orders | PDF",1790265058]