[zswaff]

Just thinking some about your note about change orders. Honestly super interesting. We have been working on detailed audit history which I think can start to help here but really only scratches the surface of what you need to improve.

Also thinking more about

> show a report on the history of the projects' intent

This is a really interesting one and is actually part of where we started with Dart. When I was leading engineering at my last job I was in the habit of taking screenshots of our gantt every week or two so that I could manually flip through the photos and see how the timeline had evolved. Obviously there's no way that's the best solution there. We don't solve this right now but we plan to.

[samstave]

A change order is going to be either the change of a nameplate on a room, or a change to an entire layout of a project.

Regardless of the innocuous ones being a nameplate - to as drastic as floorplate change... here is where I see the master:

Project is El Camino Hospital - I was TPM.

Innocuous:

installing all LV net port in the MRI room, the LV consultant read the symbols wrong and cabled all the cables that were going INTO the room, on the EXTERNAL facing wall FROM the room.

Reviewed plans were correct... change order was obv in budget review as we determined fault... but they had to eat that cost - we had to eat that TIME... as Siemens needed ports live on their private stuff to commission their equip on their end... SO even though that starts small... we can track all of this now against INTENT of proj budget and scope, and see in full how certain butterfly effects affect the result from the intent... (+plus data... blah blah)

Bigger ones can be a relocation of a piece of equipment that requires extra structural... same but bigger ripple.

Others can be Owner desires...

But - if you could advertise a change request/order via a system and just have each trade reply in appropriate format when they are impacted - then incorporate that to the core project - then push back a summary with a simple "approve this interpretation, your responsibility and your first born shack, check the box"

Now you can graph all the interrelated charges, parties, approvals - but you push out summary change reports and simply ensure each stake check yeah. else voice issues and just keep a fn journal of the process for litigation if it were to come to that (which is often)

(OH Yeah in addition to project timeline impact --- change orders always include unexpected labor, equipment, negotiations, permits, blah blah blah -- they are CRITICAL money devils if plagued by them... this is what sets all stellar engineering firms apart... so if change mitigation is imbued in the process organically... $$$ - continuously align understanding of intent with the outcomes is wise...