Ressourcen-Blockade durch manuelle Änderungsordner-Abstimmungen
Definition
Change order negotiation per VOB involves 5–7 sequential steps (request → evaluation → cost analysis → client negotiation → approval → documentation → execution). Manual handoffs between stakeholders create bottlenecks, with project managers spending 20–40 hours/month on coordination tasks rather than value-added project delivery.
Key Findings
- Financial Impact: 20–40 hours/month per project manager; €3,000–6,000 annual labor cost per project
- Frequency: Ongoing throughout project lifecycle; ~20 hours per 10 change orders
- Root Cause: Sequential approval workflows; lack of concurrent task execution; no integrated project management platform
Why This Matters
This pain point represents a significant opportunity for B2B solutions targeting Building Structure and Exterior Contractors.
Affected Stakeholders
Project Manager, Cost Estimator, Client Project Owner
Deep Analysis (Premium)
Financial Impact
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Current Workarounds
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Methodology & Sources
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Related Business Risks
Unbilanzierte Leistungsänderungen
Verzögerte Zahlungsabwicklung durch manuelle Änderungsordner-Prozesse
VOB-Dokumentationsmängel und Betriebsprüfungsrisiken
Unkontrollierte Zusatzkosten durch schlecht verhandelte Änderungsaufträge
Uninformierte Änderungsentscheidungen durch mangelnde Echtzeitdaten
E-Invoicing Nichtkonformität und Betriebsprüfungsrisiko (2025–2028 Mandate)
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