In the construction industry there is an unwritten phrase: “The only sure plan is that there will be changes”. It doesn't matter if we are talking about a house, an industrial warehouse or a corporate tower, sooner or later the moment will come when the customer says: “what if we better put this in a different color?” , “Can this wall be moved?” , “I don't want that finish anymore”.
The problem is that each change, however small it may seem, costs money and time. And if it is not managed methodically and with communication skills, it can become a headache for both the construction company and the client.
In this article we are going to break down how to handle these “famous mid-project changes” with a mix of Hard Skills (methodologies, formats, control tools) and Soft Skills (communication, negotiation, leadership).
Why are changes inevitable in construction?
- The customer evolves: what seemed perfect at first, after seeing the advance in physics is no longer perfect.
- The reality of the work: Sometimes the drawings do not consider a technical, regulatory or material availability detail.
- External factors: changes in regulations, inflation, supplier delivery times.
Example: in an office building, the customer asks to replace the vinyl floor with porcelain tile in the middle of the execution. It seems simple, but porcelain tile weighs more, requires a different type of adhesive and can delay the placement of the ceiling that depended on the finished floor.
The real impact of the changes
A poorly managed change can cause:
- Increased costs: new materials, additional labor, penalties with suppliers.
- Program Delays: Rescheduling activities affects the critical path.
- Confusion in teams: Contradictory orders generate reprocesses.
- Conflicts with the customer: when the real impact is not transparent.
Practical fact: according to the Construction Industry Institute (CII), uncontrolled changes can increase by 7% and 15% the total cost of the project.
Hard Skills: Change Management Methodology and Formats
For a change not to turn into chaos, you need structure. Here are some tools:
Change Request Format
A clear document where the following are recorded:
- Description of the requested change.
- Reason for the change.
- Estimated impact on cost and time.
- Responsible for approving.
- Decision Deadline.
Applicable methodologies
- PMBOK (Project Management Institute): proposes a Change Control Board (CCB), a committee that evaluates and approves changes before implementing them.
- Lean Construction: seeks to reduce waste by evaluating if the change actually adds value to the customer.
- BIM (Building Information Modeling): simulates the change in the digital model to predict impacts before deciding.
Soft Skills: The Art of Communicating Change
Beyond the methodology, a change is managed with People. Here are the soft skills:
- Active listening: understand Why the customer wants change (emotional, functional, aesthetic).
- Negotiation: propose A/B scenarios. Example: “We can put porcelain tile, but it involves 15 more days. Or we can choose a similar ceramic floor that is maintained over time”.
- Assertiveness: tell the truth without softening too much. Avoid phrases like “there's nothing wrong”. Better: “This will impact +$280,000 MXN and 15 more days”.
- Empathy: recognize that it is important for the customer. Don't minimize it.
5-Step Strategy for Managing Customer Changes
- Document the request — Nothing verbal, all in writing.
- Evaluate the impact — involves residents, costs and planning.
- Communicate clear scenarios — time, cost and quality.
- Formalize with approval — never start a change without a signature or validation email.
- Update program and budget — make sure that everyone (suppliers, residents, subcontractors) has the correct version.
Customer psychology and how to manage it
- The insecure customer: changes because you are not convinced. Strategy → offer physical models or renders before executing.
- The controlling client: wants to decide everything. Strategy → give you constant progress reports to build trust.
- The practical customer: changes for cost reasons. Strategy → present clear comparisons in tables.
Good Practices
- Anticipate: The design stage includes formal revisions and approvals to minimize changes to the work.
- Budget for a gearbox: Allocate between 5% and 10% of the total budget for modifications.
- Train your team in communication: a resident who knows how to explain the economic impact is pure gold.
- Use technology: BIM models and collaborative platforms reduce misunderstandings.
Customer changes in the middle of the project they are not a curse, they are a business reality. The difference between them destroying your profit margin or becoming an opportunity to add value is How do you manage them.
Because in the end, it's not just about building buildings, it's about building relationships of trust with customers.
In construction, the only thing more expensive than a change... is Not managing it well.
