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In1964, Tokaido Shinkansen’s running in Japan claimed the birth of modern high-speed railway. During the last decade in20century, net of high-speed railways around main cities in Europe promoted the relative construction to the climax. Therefore, the relative technology was consistently developed to the maturity. The conception of high-speed railway was introduced to China in2004, now it achieves great development. Four vertical and four horizontal railways net has formulated and expanded to the scale, its growth astounds the world. However, for possible changes happening at the beginning and during the operation as well as the difference during the monitoring, the project management has developed to be project change management. Over high-speed railway growth, some traits arise, such as short lead time, fast rate, expanded area, large span and short project cycle. In this case, the change generates the destructive effects on three project factors (cost, cycle and quality) and has been one of the roots for three overdue factors of project management. With the increasing growth on railway in China, how to manage and control the project change has been a significant subject before us. That’s also the major problem HCS company should be solved.Firstly, this article put forwards the requirement, objective, content and principles for project change by theory analysis.Secondly, analyzing the circumstance for HCS, providing the existing problems on project management of HCS.Thirdly, Analyzing the roots of the problem and putting forward the solutions by using different ways.This paper not only exerts practical influence to HCS management, but also provides reference to other enterprises, especially the Category A suppliers of high-speed railways.
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