cost engineering march-april 2015

8/18/2019 Cost Engineering March-April 2015

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www.aacei.o

ENGINEERINGENGINEERING

March/April 20

THE JOURNAL OF AACE® INTERNATIONAL -

THE AUTHORITY FOR TOTAL COST MANAGEMENT®

COSTCOST

CALCULATING THE

AS-BUILT

CRITICAL PATH

TRENDS IN

CONSTRUCTION

CLAIMS AND

DISPUTES

SOFT SKILLSARE VITAL FOR EFFECTIVE

PROJECT CONTROLS

http://www.aacei.org/


2/48

http://www.ecosys.net/


3/48COST ENGINEERING MARCH1APRIL 5346

4 S$f( Si!!' a&e Vi(a! f$& Effec(i*e P&$jec( C$#(&$!' Ch&i'($%he& W/ Ca&'$#. CEP DRMP PSP FAACE a#d Pa(&ic Ke!!-. PSP

13 Ca!c)!a(i#g (he A'2B)i!( C&i(ica! Pa(h

A#d&e+ A*a!$#. PE PSP

24 T&e#d' i# C$#'(&)c(i$# C!ai"' a#d Di'%)(e'Ja"e' G/ Zac J&/. CFCC FAACE

CONTENTS

TECHNICAL ARTICLES

COST ENGINEERING

2 AACE I#(ea(i$#a! B$a&d $f Di&ec($&'

2 C$'( E#gi#ee&i#g J$)a! I#f$&"a(i$#

11 AACE0' Fede&a! Age#c- R$)#d(ab!e

38 AACE 5346 A##)a! Mee(i#g

38 AACE I#(ea(i$#a! 5346 E!ec(i$#'

41 P&$fe''i$#a! Se&*ice' Di&ec($&-

41 I#de, ($ Ad*e&(i'e&'

42 AACE I#(ea(i$#a! O#!i#e S($&e

44 Ca!e#da& $f E*e#('

ALSO FEATURED


4/482 COST ENGINEERING MARCH9APRIL

COSTENGINEERING

HEADQUARTERS S,%c)e*+ T&.%e Ce%+)e D)

M&)ga%+&.%2 WV :

55COST fa/ : 55

AACE INTERNATIONALBOARD OF DIRECTORS

PRESIDENTMa)+% Da)#e02 FRICS CCP55 9 ')e*de%+=aace5&)g

PRESIDENT2ELECTJ,#e K5 O.e%2 CCP PSP55 9 ')e*e#ec+=aace5&)g

PA ST PRESIDENTJ&h% J5 Ccca)e##2 PE CCP PSP55 9 'a*+')e*=aace5&)g

VICE PRESIDENT2ADMINISTRATIONNcha* Ke##a)2 CCP EVP PSP55 9 -'ad$%=aace5&)g

VICE PRESIDENT2FINANCEJ&*e'h W5 Wa##.&)"2 PE CCP CFCC PSP55 9 -'f%a%ce=aace5&)g

VICE PRESIDENT2TECHNICAL BOARDDa% Me#a$ed2 CCP EVP55 9 -'+echb&a)d=aace5&)g

VICE PRESIDENT2EDUCATION BOARDJa$e* G5 Zac"2 J)52 CFCC PSP FAACE55 9 -'edb&a)d=aace5&)g

VICE PRESIDENT2CERTIFICATION BOARDCha)#e* E5 Ba)d2 J)52 CFCC PSP FAACE55 9 -'ce)+b&a)d=aace5&)g

VP2 INTERNATIONAL REGIONSMadh, P5 P##a2 CCP559-')eg&%*=aace5&)g

VP2 NORTH AMERICAN REGIONSMa)a C)*+%a Ba#+a1a)2 PE PSP55 9 -')eg&%*=aace5&)g

DIRECTOR2REGION 8C%d0 L5 Ha%d*2 CCP55 9 d))eg&%=aace5&)g

DIRECTOR2REGION 9Ca#-% J5 S'egh+2 J)52 CCP55 9 d))eg&%=aace5&)g

DIRECTOR2REGION :Ma)" G5 C,%dff2 PSP55 9 d))eg&%=aace5&)g

DIRECTOR2REGION ;Ja(,e#%e T5 D&0#e2 PE PSP55 9 d))eg&%=aace5&)g

DIRECTOR2REGION <Da-d A5 N&)f#ee+2 CCP CFCC DRMP55 9 d))eg&%=aace5&)g

DIRECTOR2REGION =J&h% L5 Ha0%e*2 PSP55 9 d))eg&%=aace5&)g

DIRECTOR2REGION >M&ha$$ed Raf,dd%2 CCP PSP

55 9d))eg&%=aace5&)gDIRECTOR2REGION ?Gh,#a$ M,!+aba Sha"h2 PE PMP5 9 d))eg&%=aace5&)g

DIRECTOR2REGION @Ga)-a% Ge)a)d McCa%%55 9 d))eg&%=aace5&)g

DIRECTOR2REGION 87A#d& D5 Ma++&*2 CCP559d))eg&%=aace5&)g

EXECUTIVE DIRECTORCha)+0 A5 Gde%55 9 cgde%=aace5&)g

Ve.'&%+* e/')e**ed % c,$%*2 fea+,)e*2 a%d a)+c#e* ',b#*hed % C&*+ E%g%ee)%g !&,)%a# a)e

*e#0 +h&*e &f +he a,+h&)* a%d d& %&+ )e')e*e%+ a% &ffca# '&*+&% &f AACE I%+e)%a+&%a#5 AACE I%:

+e)%a+&%a# * %&+ e%d&)*%g &) *'&%*&)%g +he a,+h&)6* .&)"5 A## c&%+e%+ * ')e*e%+ed *e#0 f&) %:

f&)$a+&%a# ',)'&*e*5 C,$%*2 fea+,)e*2 a%d a)+c#e* %&+ de*g%a+ed a* Tech%ca# A)+c#e* a)e %&+

*,b!ec+ +& +he 'ee):)e-e. ')&ce**5

C%'( E$g$ee&$g ;ISSN4 :9< * ',b#*hed b:$&%+h#0 b0 AACE I%+e)%a+&%a#2 I%c2 S,%c)e*+ T&.%e Ce%+)e D)2

M&)ga%+&.%2 WV USA5 Pe)&dca#* '&*+age 'ad a+ M&)ga%+&.%2 WV2 a%d a+ add+&%a# $a#%g &ffce5 POSTMASTER0

Se$d add&e'' cha$ge' (% AACE I$(e&$a(%$a"/ 89=< S)$c&e'( T%+$e Ce$(&e D&. M%&ga$(%+$. WV 9=


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http://www.boozallen.com/consulting/products/software/polaris


6/48

T he id'%&$+ i% f'll !f $ec!m3

meda&i!% f!$ g!!d &echi3

cal "$!jec& c!&$!l%

&echi#'e%- %!me )$i&&e b+

&he a'&h!$%- b'& $a$el+ d!e% a+!e ad3

d$e%% &he eed f!$ e*em"la$+ %!f& %kill%

i &he "$!jec& c!&$!l% $!le. N! ma&&e$

&he &echical "$!ficiec+- &he iabili&+

&! c!mm'ica&e &he me%%age behid&he aal+%i% )ill $e%'l& i )a%&ed eff!$&.

Wiki"edia defie% %!f& %kill% a%- 0&he

cl'%&e$ !f "e$%!ali&+ &$ai&%- %!cial

g$ace%- c!mm'ica&i!- lag'age- "e$3

%!al habi&%- f$iedlie%%- ad !"&i3

mi%m &ha& cha$ac&e$i,e $ela&i!%hi"%

)i&h !&he$ "e!"le.1

I !$de$ &! be a effec&i(e membe$

!f &he "$!jec& maageme& 5PM6 &eam-

i& &ake% g!!d %!f& %kill%. The%e %!f& %kill%

a$e ece%%a$+ &! be effec&i(e- if &he PM

&eam i% &! li%&e &! $ec!mmeda&i!%

f$!m P$!jec& C!&$!l%. Whe&he$ i&/%

"laig "$!jec&%- ca"&'$ig '"da&e i3

f!$ma&i!- add$e%%ig $i%k%- di%c'%%ig

c!$$ec&i(e ac&i!%- !$ "$!(idig claim%

a(!idace %'""!$&4if &he PC e*"e$& i%

!& al%! a e*"e$& i %!f& %kill% ad '3

able &! 'l&ima&el+ c!mm'ica&e &heme%%age behid &he aal+%i%- &he (al'e

i% g$ea&l+ $ed'ced !$ l!%&. Ul&ima&el+-

&he "$!jec& c!&$!l% c!%'l&a& m'%& be

able &! ide&if+ &he eed% !f &he clie&-

"$!d'ce &he aal+%i%- ad c!mm'i3

ca&e &he $e%'l&. A fail'$e !f a+ "iece !f

&hi% &$ifec&a ca lead &! &he e&i$e e3

gageme& beig c!%ide$ed a fail'$e !$

a )a%&e !f &ime ad m!e+.

Thi% a$&icle "$!(ide% %!me $ec!m3

meda&i!% f!$ &he%e %!f& &+"e %kill%-5i.e.- "e$%!ali&+ &e%&ig %'ch a% &he

Me+e$%3B$igg% Pe$%!ali&+ P$!file6- &ha&

a$e ece%%a$+ &! %'""leme& &he &ech3

ical %kill% ad !ffe$ )a+% &! b!&h &$ai

ad &e%& f!$ &he ece%%a$+ %!f& %kill%.

What Are So Skills

As Identified by AACE International

S!f& %kill% gee$all+ $efe$ &! &h!%e

a&&$ib'&e% &ha& a$e !& c!%ide$ed e3

giee$ig %kill%- "a$&ic'la$l+ )he &h!%e

egiee$ig %kill% a$e a% defied b+AACE Recommended Practice ##R"$$-

Required Skills and Knowledge of Cost

Engineering- a% &he- 0a""lica&i! !f %ci3

e&ific "$ici"le% ad &echi#'e%1 7:8.

I &hi% a""lica&i!- "laig- aal+,ig-

(alida&ig- !"&imi,ig- e%&ima&ig- "$e3

dic&ig- ad maagig a$e all $e#'i$ed

&echical %kill%. Leade$%hi"- leade$%hi"

$!le%- m!&i(a&i!- ice&i(e% a$e i3

cl'ded- b'& (ie)ed a% a %ciece- 0be3

ha(i!$al %ciece-1 )i&h &he!$ie%

ad(aced &! deal )i&h &he%e $!le%. S!-

i &he c!%&$'c&i! !$ "$!jec& maage3me& )!$ld- e(e &he $ela&i(el+ !3

&echical $!le% ad %kill% a$e $ed'ced &!

a %ciece %! !e ca deal )i&h &he%e

%kill% f$!m a egiee$ig "e$%"ec&i(e.

The AACE Total Cost Manage"

ment Framework- icl'de% a %ec&i!

called- People and Performance Man-

agement - Cha"&e$ :: 7=8. Thi% %ec&i!

add$e%%e% h!) "e!"le "e$f!$m- ad

4 COST ENGINEERING MARCH2APRIL ;9:=

TECHNICAL ARTICLE

Soft Skills are Vital

for Effective Project ControlsChristopher W. Carson, CEP DRMP PSP FAACEand Patrick Kelly, PSP

Abstract! The id'%&$+ i% f'll !f $ec!mmeda&i!% f!$ g!!d &echical "$!jec&c!&$!l% &echi#'e%- %!me )$i&&e b+ &he a'&h!$%- b'& $a$el+ d!e% a+!eadd$e%% &he eed f!$ e*em"la$+ %!f& %kill% i &he "$!jec& c!&$!l% $!le.Wiki"edia defie% %!f& %kill% a%- 0&he cl'%&e$ !f "e$%!ali&+ &$ai&%- %!cial g$ace%-c!mm'ica&i!- lag'age- "e$%!al habi&%- f$iedlie%%- ad !"&imi%m &ha&cha$ac&e$i,e $ela&i!%hi"% )i&h !&he$ "e!"le.1 I !$de$ &! be a effec&i(emembe$ !f &he "$!jec& maageme& &eam- i& &ake% g!!d %!f& %kill%. The%e%!f& %kill% a$e ece%%a$+ &! be effec&i(e- if &he PM &eam i% &! li%&e &! $ec!m3meda&i!% f$!m "$!jec& c!&$!l%. Whe&he$ i&% "laig "$!jec&%- ca"&'$ig'"da&e if!$ma&i!- add$e%%ig $i%k%- di%c'%%ig c!$$ec&i(e ac&i!%- !$ "$!3(idig claim% a(!idace %'""!$&- if &he PC e*"e$& i% !& al%! a e*"e$& i %!f&%kill%- &he (al'e i% g$ea&l+ $ed'ced. Thi% a$&icle "$!(ide% %!me $ec!mmeda3&i!% f!$ &h!%e %kill%- "e$%!ali&+ &e%&ig %'ch a% &he Me+e$%3B$igg% Pe$%!3ali&+ P$!file- &ha& a$e ece%%a$+ &! %'""leme& &he &echical %kill%- ad !ffe$%)a+% &! b!&h &$ai ad &e%& f!$ &he ece%%a$+ %!f& %kill%. Thi% a$&icle )a% fi$%&"$e%e&ed a% DEV.:?>9 a& &he ;9:< AACE I&e$a&i!al A'al Mee&ig iNe) O$lea%.


7/48

*hile (ch "f i' i& "%ie!'ed '"*a%d&

#%"d(c'i)i', i! 'he *"%k #%"ce&&. 'he

&ec'i"! clea%l, e+#lai!& h"* ca#abili',

i& a f(!c'i"! "f a !(be% "f c"#"6

!e!'&. f%" "'i)a'i"! '" de)el"#ed

&kill&1 Thi& i& a! i#"%'a!' c"!ce#'. a!d

&"f' &kill& ca! be de)el"#ed. lea%!ed.

a!d '%ai!ed1

If "!e c"!&ide%& 'ha' 'he &(b6

&e' "f #%"jec' a!agee!' called #%"j6

ec' c"!'%"l& i!cl(de& 'he di&ci#li!e& "f

#la!!i!g a!d &ched(li!g. c"&' a!age6

e!'. %i&k a!agee!'. d"c(e!'

c"!'%"l. &"e c"!'%ac' adi!i&'%a'i"!.a!d f"%e!&ic a!al,&i&. i' i& "b)i"(& 'ha'

a!, "f 'he&e &kill& a%e e!gi!ee%i!g

a!d 'ech!ical &kill&. a!d 'ha' i& *he%e

'he i!d(&'%, &ee& '" #lace 'he g%ea'6

e&' #%i"%i',1

The ha!db""k f"% a #la!!i!g a!d

&ched(li!g e+#e%' i& AACE Recom$

mended Practice *,R$.). Responsibility

and Required Skills for a Project Plan-

ning and Scheduling Professional :?;1

Thi& %ec"e!ded #%ac'ice 8RP9 li&'&

!i!e d('ie&. a!d "!l, "!e "f 'h"&e d(6

'ie& c")e%& &"f' &kill&. !(be% @. de6&c%ibed a&. 3S(##"%'i!g 'he #%"jec'

'ea eff"%'& '"*a%d 'he de)el"#e!'

"f 'he #%"jec' #la! a!d '%a!&la'i!g 'ha'

#%"jec' #la! i!'" 'he #%"jec' &ched(le14

Of 'he "'he% eigh' d('ie&. 'he "!l, %ef6

e%e!ce& '" &"f' &kill& i!cl(de 'e%& like

i!f"%i!g a!d #%")idi!g1

F"% 'he +))- AACE International

Transactions. R"hi' Si!gh. CCP. a(6

'h"%ed a #a#e% i! *hich he ide!'ified

&"f' &kill& 'ha' he 'h"(gh' *e%e i&&i!g

:;1 Hi& li&'. "%ga!i-ed i!'" 'h%ee ai!

a%ea& "f ba&ic &kill&. i!'e%#e%&"!al &kill&.

a!d e+#e%ie!'ial lea%!i!g. i!cl(ded

%eadi!g. *%i'i!g. eaki!g. &e''i!g

g"al&. effec'i)e !eg"'ia'i"!&. effec'i)e

j"b &ea%chi!g. #e%&"!al ca%ee% de)el"#6

e!'. a!d g""d a!agee!' ed(ca6

'i"!1 Clea%l,. &"e "f 'he&e a%e

!ece&&a%, &"f' &kill&. b(' 'he li&' i&

ha%dl, c"#%ehe!&i)e a!d fail& '" ad6

d%e&& 'he %eal !eed& f"% #%"jec' c"!'%"l&

#%"fe&&i"!al& i! "%de% '" de)el"# c"6

#e'e!c, a!d acc"#li&h 'he g"al&1I! Cost Engineering. V"l(e

>5N"1 @. Ma%ch ?==. Ed*a%d M(!-i"

a!d D%1 Deb"%ah Fi&he% a''e#'ed '"

$(a!'if, &"f' &kill&. *hich 'he, de&c%ibe

a&0 beha)i"%. "'i)a'i"!. e"'i"!al i!6

'ellige!ce. a!d 'a&k bala!ce. calli!g

'he 'he 3f"(% ba&ic e'%ic& "f h(a!

i!'e%ac'i"! :;1

Thei% e+#la!a'i"! "f 'he&e e'%ic&

&h"*& 'ha' 'he, a%e i!deed &"f' &kill&1

3Beha)i"% i& 'he "&' clea%l, )i&ible i!6

dica'"% "f a!"'he% #e%&"!


8/48

e&plaining ho% comm#nica"ion i! a "%o

%a' effo", Idea! ae "an!mi""ed "o "he

ecei$e and "hen "he ecei$e "an!1

la"e! "he me!!age) %hich ma' o ma'

no" align %i"h %ha" "he !ende e&1

pec"ed "o "an!mi", Thi! chap"e ec1

ommend! ackno%ledgemen" of

comm#nica"ion! "o en!#e "he me!1

!age %a! acc#a"el' "an!mi""ed, En1

!#ing "ha" "an!mi""ed infoma"ion

%a! #nde!"ood b' "he ecei$e i! an

impo"an" poin" and einfoce! "he im1

po"ance of "he!e !of" !kill! "o impo$e

on #nde!"anding,

Suggested Soft Skills

and OrganizationIn e$ie%ing !of" !kill!) "he a#"ho!

fo#nd "ha" "he' !egega"e in"o !e$eal

pima' ca"egoie!* comm#nica"ion!)

mo"i$a"ion) pe!en"a"ion) and follo%#p,

Wi"h "he!e ca"egoie! "o ogani(e

"he !kill!) "he li!" look! !ome"hing like

"hi!+

• Communications

o ci"ical 2objec"i$e3 "hinking*

o eading and compehen!ion*

o %i"ing* and)

o !#ccinc"ne!!,

• Motivation

o mo"i$a"ional leade!hip*

o ne"%oking and ela"ion!hipb#ilding*

o pa"neing) "eamb#ilding) and

"eam%ok* and)

o empa"h' and "ac"f#lne!!,

• Presentation

o in"epe"a"ion*

o p#blic !peaking* and)

o nego"ia"ion and pe!#a!ion,

• Closing/Resolution

o pe!i!"ence*

o managing e&pec"a"ion!* and)

o men"oing and "aining,

No"ice "ha" "hi! i! no" !o di!!imila

fom "he fo# me"ic! in "he

M#n(io0Fi!he a"icle* beha$io) mo"i1

$a"ion) emo"ional in"elligence) and "a!k

balance) e&cep" "hi! li!" i! ogani(ed

moe fo "'pe! of ac"ion! "ha" eq#ie

"he !kill!,

Why Do Soft Skills Matter?A planne and0o !ched#le can be

"echnicall' a" "he "op of "he pofe!!ion

and e&"emel' compe"en" %i"h "he

!of"%ae) anal'"ical eno#gh "o iden"if'

pe"inen" i!!#e!) and pin" fanc') acc#1

a"e) and impe!!i$e cha"!) b#" no" be

pa"ic#lal' good a" comm#nica"ing "he

e!#l"!, I" i! "he comm#nica"ion %i"h

"he !"akeholde! "ha" make! pojec"!

!#cce!!f#l,

The !ched#le i! "he pima' com1

m#nica"ion! "ool on "he pojec") b#"

!ince i"-! a "echnical pod#c") if !ome1

one doe!n-" in"epe" "ha" "ool) p#" "he

o#"p#" in"o lang#age "ha" i! clea and

conci!e fo "he pojec" managemen"

"eam) "he !ched#le infoma"ion ha! no"

been "an!mi""ed,

Ho%e$e) "he p#blic ole of a PC

pac"i"ione i! "o deal %i"h people* elic1i"ing coopea"ion and infoma"ion) fa1

cili"a"ing in$ol$emen" and b#'1in)

b#ilding ela"ion!hip!) and comm#ni1

ca"ing, Comm#nica"ing i! pa"ic#lal'

diffic#l" !ince "he ole i! foc#!ed on

highl' "echnical "a!k! e!#l"ing in "ech1

nical anal'!i! and concl#!ion!) b#" "he

o#"p#" m#!" be !imple me!!age! "ha"

ae #!ed "o po$ide infoma"ion "ha"

%ill likel' con$ince !"akeholde! "o "ake

ce"ain ac"ion!, Thi! i! #l"ima"el' $i"al

beca#!e none of "he anal'!i! compo1

nen"!) %he"he an e!"ima"e) a !ched1#le) a i!k managemen" plan) ae

peci!e, The' ae all ba!ed on !#bjec1

"i$e infoma"ion "ha" !"a"ed %i"h a

"en"a"i$e plan and i! modified a! con1

di"ion! change on "he pojec", The

!ched#le) fo e&ample) i! no" acc#a"e

do%n "o "he da' e$en if "he !ched#le i!

%i""en #!ing one da' a! "he !malle!"

"ime #ni", The e!"ima"e) a! ano"he e&1

ample) i! no" e&ac"* i" i! ba!ed on po1

d#c"ion a"e! %hich $a' accoding "o

"he e!o#ce!) "he pojec" condi"ion!)

"he poli"ical clima"e) and man' o"hefac"o!, Al"ho#gh "he !of"%ae %ill

allo% a le$el of peci!ion in calc#la"ion!

"ha" !eem! $e' high) "he da"a #!ed in

"he calc#la"ion! doe! no" pemi" "ha"

le$el of peci!ion, When e!"ima"ing a

pojec") geneall' "he !ame acc#ac' i!

gained b' o#nding off "o "he neae!"

6877 a! i! gained b' ca'ing picing

o#" "o "he neae!" penn',

The plan e!"abli!hed fo "he poj1

ec" i! no" "he onl' %a' "o accompli!h

"he !cope of %ok) b#" a"he) i" i! "he

PM "eam-! be!" plan a" "he "ime of "he

planning !e!!ion,

The PC e&pe" need! "o ha$e "he

abili"' "o elici" "he con!"#c"ion plan

fom "he PM "eam) facili"a"e "#ning i"

in"o a !ched#le) e&plain "he plan "hen

modeled b' "he !ched#le) anal'(e "he

!ched#le a! pod#c"ion ad$ance!)

make ecommenda"ion! fo ac"ion!

ba!ed on pefomance) and gain ac1

cep"ance fom all !"akeholde! "ha"

"ho!e ecommenda"ion! ae appopi1

a"e and impo"an", Thi! effo" make!

#!e of a $aie"' of !of" !kill! and "he

be""e "he PC e&pe" i! %i"h "ho!e !of"

!kill!) "he moe likel' i" i! "ha" "he "eam

%ill %ok "oge"he fo "he common

goal,A lage pa" of "ho!e abili"ie! cen1

"e ao#nd "he abili"' "o "ake a comple&

and highl' anal'"ical effo") glean "he

$i"al infoma"ion fom "ha" effo") and

e&plain i" in common !en!e and !imple

lang#age, A good !"o' i! moe con1

$incing "han a pile of "echnical anal'!i!

pin"o#"!, Thi! i! pobabl' one of "he

gea"e!" %eakne!!e! in a pojec" con1

"ol! !"aff) and "he place %hee impe!1

!i$e impo$emen"! can be made,

E$en in !i"#a"ion! %hen "hee i! a

di!p#"e) !#ch a! %hen "he o%ne-!agen" can no" ecommend accep"ance

and appo$al of a con"ac"o-! !ched1

#le) i" i! !of" !kill! "ha" %ill !e""le "he

ca!e) no" "he de"ailed anal'!i!, A! Chi!

Ca!on %o"e in hi! 9789 AACE In"ena1

"ional Tan!ac"ion! a"icle) .The goal i!

"o #!e "he da"a "o mee" %i"h "he con1

"ac"o) con$ince "hem "o coopea"e) fi&

"he !ched#le!) and con$ince "hem "ha"

doc#men"a"ion i! a !"ong eb#""al "o

loo!e0inacc#a"e claim!, I" al!o !ho%!

"ha" "he o%ne-! anal'!i! poce!! i! ac1

c#a"e and con$incing, Once con1$inced) "he con"ac"o i! moe likel' "o

po$ide appo$able !ched#le!) and "o

accep" "he ea!onablene!! of "he !#g1

ge!"ed !e""lemen" 4:5,/

The !"akeholde! on "he pojec"

%ill be man' diffeen" "'pe! of people

%i"h $a'ing degee! of "echnical !kill!)

ho%e$e) none of "hem %ill likel' ha$e

"he le$el of #nde!"anding of pojec"

6 COST ENGINEERING MARCH0APRIL 978;


9/48

cn%#l$ a$ %he PC %eam. Thi$ i$ (h* i%

i$ $ im!#%an% %ha% gd cmm&nica3

%in$ !#'ide clea#, cnci$e and e)3

!lana%#* inf#ma%in and %he 'ie(e#

# #ecei'e# $%akehlde# &nde#$%and$

%he me$$age.

Traditional Roles for Project Controls

Professionals

The %#adi%inal #le$ f# !#jec%

cn%#l$ !#fe$$inal$ a#e (ell defined

in $me f %he !&blica%in$ #efe#ence

ab'e, and gene#all*, !#jec% manage3

men% %eam$ &nde#$%and (ha% %he PC

%eam i$ ding. I% i$ a gi'en %ha% %he !#j3

ec% cn%#l !#fe$$inal (ill be %echni3

call* anal*%ical and i% i$ e)!ec%ed %ha%

$me anal*$i$ (ill be, 0in %he (eed$-1

h(e'e#, %he inabili%* % !&% %he anal*3

$i$ in la#ge# cn%e)% and % cmm&ni3

ca%e i%$ %#end$ and finding$ ma* #e$&l%in %he anal*$i$ mi$$ing %he !in%.

Weaknesses in Traditional Roles

Pa#% f %he !#blem (i%h %he lack

f gd $f% $kill$ in %he !#jec% cn3

%#l$ (#ld i$ %he !e#ce!%in %ha% %he

%echnical anal*$i$ i$ %he nl* %hing %ha%

ma%%e#$ in !#jec% cn%#l$. Ce#%ainl*,

%echnical e)!e#%i$e !#'ide$ %he bjec3

%i'e and %h#&gh anal*$i$ f cm!le)

i$$&e$, a$ mdeled in $ched&le$ and

b&dge%$, b&% %he da%a ha$ % be b3

%ained f#m $mene, %he #e$&l%$ need% be e)!lained % $mene, and %he

PC !#fe$$inal gene#all* need$ % cn3

'ince $mene %ha% %he #ecmmenda3

%in$ f# ac%in a#e (#%h(hile and

im!#%an%.

The Art of Empath"

While a !#jec% cn%#l$ !#fe$3

$inal m&$% be %echnicall* !#ficien% a%

hi$ # he# c#af%, %he* m&$% be m&ch

m#e #&nded % %#&l* be effec%i'e.

P#jec% cn%#l$ !#fe$$inal$ m&$%

!$$e$$ %he $eamle$$ abili%* % !&%%hem$el'e$ in %he $he$ f %hei# clien%$.

Whe%he# cn%#ac%#$, (ne#$ # de3

$igne#$, %he !#jec% cn%#l$ !#fe$3

$inal m&$% in$%an%l* !e#cei'e %he

m%i'a%in$, cn$%#ain%$ and limi%a%in$

f %h$e he # $he i$ (#king f#. P#j3

ec% cn%#l$ !#fe$$inal$ a#e in a

&ni"&e !$i%in % ha'e % in%e#ac% (i%h

all %he$e clien% %*!e$, and %he ma$%e#*

f dealing (i%h can be biled d(n %

%he e)e#ci$e and de'el!men% f em3

!a%h*. Em!a%h* can be &ni"&el* chal3

lenging % %h$e (h ha'e $lel*

$%&died anal*%ical $&bjec%$ %h#&gh

%hei# $chling. Le%/$ face i%, n% man*

!#jec% cn%#l$ !#fe$$inal$ a#e cm3

ing f#m libe#al a#%$ cllege$ # ac%ing

$chl$ %he$e da*$. While %he fc&$ in

field and i%$ cn%in&ing ed&ca%in

$eem$ % be %echnical enhancemen%

and ce#%ifica%in !#g#e$$in, %he

#&nding f ne/$ abili%* % em!a%hi+e

$h&ld be a %#ea%ed a$ im!#%an% % %he

!#g#e$$in f %he ca#ee# f %he !#jec%

cn%#l !#fe$$inal a$ an* anal*$i$

%echni"&e.

Technical Natre of the Role

A la#ge !a#% f %he !#blem (i%h

faile % de'el! 'i%al $f% $kill$ in !#j3

ec% cn%#l$ !#fe$$inal$ i$ %he na%ef %he #le- highl* %echnical and anal*%3

ical. Thi$ a%%#ac%$ enginee#$ and anal*%3

ical !e!le, (h f%en d n% ha'e %he

na%al $f% $kill$. In addi%in, %he !#3

fe$$in !lace$ ma)im&m !#i#i%* n

%h$e %echnical $kill$, (i%h #e"&i#e3

men%$ f# &nde#$%anding %he me%hd3

lgie$ and $f%(a#e $&!!#% f# %h$e

#le$, and 'e#* li%%le !#i#i%* n %he $f%

$ide f %he $kill$. In a (#ld f cm!le)

calc&la%in$, cm!lica%ed $f%(a#e,

and a lack f a!!#ecia%in f# %he !#e3

ci$in f %he da%a, i% i$ ea$* % d#! in%%ha% %echnical (#ld. B&%, if n ne &n3

de#$%and$ %he i$$&e$ b&% %he e)!e#%$,

%he* (ill n% be #e$l'ed. J&$% a$ in a

di$!&%e, i% i$ %he e)!e#% (h can cn3

den$e %he cm!lica%ed and de%ailed

da%a %ha% (a$ anal*+ed in% a $ingle

$lide %ha% (ill !#'e hi$ # he# ca$e.

Need for De!elopment of Relation#

ships

Of%en, PC !#fe$$inal$ d n% $ee

an* need % de'el! in%#a3!#jec% #ela3

%in$hi!$, (hen %ha% i$ #eall* 'i%al %!e#f#ming %he %a$k effec%i'el*. Rela3

%in$hi! b&ilding in'l'e$ de'el!men%

f %#&$% f#m dail* in%e#ac%in$, b&% be3

*nd %ha%, i% #e"&i#e$ $me eff#% % in3

%e#ac% (i%h %he %he# $%akehlde#$. Thi$

i$ (h* %he cmm&nica%in$ !lan i$ $

im!#%an%, i% can hel! iden%if* (hich

$%akehlde#$ %he PC %eam need$ % en3

gage and h( f#e"&en%l*. Dne c#3

#ec%l*, %he #ela%in$hi!$ (hich a#e b&il%

ea#l* (ill be !#e$e#'ed %h#&gh % %he

final cl$e&% i%em in %he !#jec%. The$e

#ela%in$hi!$ hel! d#a$%icall* (i%h

$%akehlde# e)!ec%a%in managemen%,

a$ %he !e!le ge% % kn( each be%%e#

and b&ild a be%%e# le'el f &nde#$%and3

ing and %#&$%.

Failre to Translate Technical Jargon

into Plain English

N% e'e#* %echnical !e#$n can

cmm&nica%e %he cm!le) i$$&e$ in

$im!le (#d$. Thi$ i$ am!lified b* %he

highl* %echnical PC !#fe$$inal (h

dee!l* &nde#$%and$ %he i$$&e$ and

de$n/% need % !a#$e %hem d(n %

$im!le# cnce!%$, and f%en i$ a bi% di$3

mi$$i'e f %h$e (h need %he $im!le

cnce!%$. H(e'e#, e'e#*ne need$ %

#ecgni+e %ha% fe( !e!le ha'e %he

%echnical cm!e%ence, and m#e im3!#%an%l*, fe( need % ha'e i%. The

$%akehlde#$ (ill each ha'e %hei# (n

a#ea$ f e)!e#%i$e, and (ill need i$$&e$

e)!lained in $&ch a (a* %ha% %he* a#e

#ele'an% % %hei# a#ea$.

Thi$ $f% $kill i$ ne f %he ha#de$%

% de'el!, and (#$e, ne f %he ha#d3

e$% % main%ain. Man* PC !#fe$$inal$

$%a#% &% (i%h a gd cnci$e e)!lana3

%in, b&% 'e# %ime, %hei# cmm&nica3

%in$ all($ %he %echnical ja#gn %

c#ee! in and %he $im!le e)!lana%in %

be 'e#(#i%%en. Tha%/$ (h* i% can behel!f&l % ha'e $mene n %he %eam,

(h i$ n% %echnical, #e'ie( #e!#%$

and $ee if %he* can &nde#$%and %hem. If

%he dc&men% cn%#l$ cle#k cann% &n3

de#$%and %he $ched&le #e!#%, i% likel*

i$ n% e)!lained clea#l* en&gh. Re3

membe#, fac%$ b* %hem$el'e$ a#e n%

anal*$i$, $ %he #ele'ance and in%e#!#e3

%a%in f fac%$ a#e f !#ime im!#%ance.

Vital Soft Skills

Af%e# e)amining a n&mbe# f a#%i3

cle$2!a!e#$ and bk$ %ha% a!!ea# %add#e$$ $f% $kill$, %he a&%h#$ belie'e

%ha% %he !#e'ailing ind&$%#* &nde#3

$%anding f %he$e $kill$ i$ n% %h#&gh

en&gh. Thi$ a#%icle $h&ld hel! iden3

%if* and !#m%e %he $f% $kill$ %ha% a#e

$ 'i%al % $&cce$$.

Commnications Skills

Unde# a b#ad heading f cmm&3

COST ENGINEERING MARCH2APRIL 6457


10/48


11/48COST ENGINEERING MARCH/APRIL 7569

"ion all i!!#e!+

Pa" of !#cce!!f#l !"akeholde

managemen" i! managing "hei e&pec0

"a"ion!+ An o#"come co#ld be "he be!"

po!!ible o#"come( b#" if "he !"akehold0

e! did no" b#' in"o "he o#"come( and

"hei e&pec"a"ion! ae diffeen" "han

"he o#"come( "he e!#l" co#ld be a di!0

a!"e+ The diffeence be"%een !#cce!!

and fail#e i! of"en !impl' "he compe0

"ence %i"h %hich "he !"akeholde!, e&0

pec"a"ion! %ee managed+ If "he CM

po$ide! a b#dge" fo a change ode

and gi$e! a ange of picing( ma'be

46;(555 "o 478(555( and doe!n," po0

$ide a clea comm#nica"ion "ha" "he

b#dge" i! a ange( "he o%ne !"ake0

holde likel' %ill e&pec" 46;(555( b#"

"he con"ac"o !"akeholde likel' %ill

e&pec" 478(555+ The PC !"aff can man0

age "he e&pec"a"ion! of bo"h !"akehold0e!( no" b' pomi!ing e&ac" pice!( b#"

b' einfocing "ha" "he b#dge" i! a

ange( and "ha" ange can be nao%ed

do%n a! moe infoma"ion i! a$ailable+

The comm#nica"ion! in "hi! e&ample

make all "he diffeence in "he final !a"0

i!fac"ion of bo"h !"akeholde!+

Finall'( a good pojec" con"ol!

pofe!!ional m#!" be a "eache+ He o

!he m#!" be able "o con!"an"l' "ain "he

PM !"aff and "he !"akeholde! in "he PC

di!cipline!+ Thi! mean! being an ad$o0

ca"e fo ci"ical pa"h me"hod 2CPM3!ched#ling( e&plaining ho% i" %ok!

fom "he incep"ion( and einfocing "he

me!!age "ho#gho#" "he pojec"+ I"

mean! men"oing "he ne%e people

and en!#ing "ha" e$e'one #nde0

!"and! %h' PC !'!"em! ae opea"ed

and %ha" "he anal'!i! e!#l"! mean "o

"he !"akeholde!+ Wi"h pope "aining

and managemen" of e&pec"a"ion!( and

a con!i!"en" effo" "o clo!e o#" all i!0

!#e!( "he end of "he pojec" %ill ai$e

%i"h "he !"akeholde "eam in"ac"+

How to Develop and

Train for Soft Skills

Taining i! ke' "o de$eloping !of"

!kill!) %hile !ome people ae na"#al!

a" "he!e !kill!( "he' can and !ho#ld be

"a#gh"+ We ha$e he!i"a"ed "o #!e "he

%od -p!'chological. in "hi! a"icle( b#"

man' of "he!e !of" !kill! ae p!'cholog0

ical in!igh" and applica"ion+ Beha$io i!

geneall' !#bjec" "o "he e&"enal en$i0onmen") "he a"mo!phee o c#l"#e(

"he %a' "he' ae "ea"ed( "he %a' peo0

ple eac" "o "hem( "he %a' "hei idea!

a! ecei$ed+ Diffeen" pe!onali"ie! ac"

and eac" in diffeen" %a'!( and once

"hee ae pe!onali"' cla!he!( i" i! diffi0

c#l" "o bidge o$e "he beakdo%n in

"he "eam and "he pa"neing effo"+

Fo"#na"el'( a p!'chologi!" named

Cal J#ng !pen" m#ch of hi! life in "he

!"#d' of pe!onali"ie! and hi! %i"ing!

fomed "he ba!i! fo man' academic!

"o !"#d' "he!e i!!#e!+ T%o la"e p!'0chologi!"!( I!abel Bigg! M'e! and he

mo"he( Ka"haine Bigg!( #!ed !ome of

"he J#ng "heoie! "o de$elop "hei o%n

pe!onali"' in$en"o' in ode "o #nde0

!"and pe!onali"ie!+

The M'e!0Bigg! T'pe Indica"o

2MBTI3( !ome"ime! called "he 6: "'pe

M'e!0Bigg! a!!e!!men"( i! a $e' #!e0

f#l "ool fo in"epe"a"ion of pe!onali"'

and iden"ifica"ion of po"en"ial conflic"!+

Thi! in$en"o' i! a$ailable feel' online(

and "hee ae !ho" "e!"! "ha" can be

"aken "o de"emine an'one,! pe!onal0

i"' "'pe %i"hin "he !'!"em+

In !#mma' of "he MBTI( "hee ae

eigh" ba!ic indica"o!*

1 e&"a$e!ion o in"o$e!ion)

1 !en!ing o in"#i"ion)

1 "hinking o feeling) and(

1 j#dging o pecei$ing+

A! an e&ample( pe!onali"ie! ma'

"ea" "ime diffeen"l' fom o"he pe0

!onali"ie!) %hee one pe!on %ill !ee

an appoin"men" a" 65 a+m+( a! a do0o0

die "ime and al%a'! ai$e eal' fo "he

mee"ing) ano"he pe!onali"' %ill !ee a

65 a+m+ appoin"men" a! a -moning.

appoin"men" and ne$e be on "ime+

Tha" !ingle pe!onali"' "ai" can !e" #p

emo"ional eac"ion! "ha" %ill de!"o' a

good "eam+ Thi! i! "he diffeence be0

"%een "he j#dging pe!on %ho ha! "o

be on "ime and "he pecei$ing pe!on%ho i! %andeing "ho#gh "hei da'+

Thi! ca"ego' ac"#all' incl#de! clo!ing

Figure $ # Mers"Briggs Preferences Graphic b CPP! Publisher of the MBTI


12/4810 COST ENGINEERING MARCH3APRIL 978<

"(' deci&i"!& 5j(dgi!g6 "% lea)i!g

'hi!g& "#e!4e!ded 5#e%cei)i!g6. &" i'

'e!d& '" c%ea'e a!, #%"ble& be,"!d

'he &i#le 'ie &e!&e/

Thi!ki!g #e"#le *h" a%e &'%"!gl,

"%ie!'ed '" 'ha' i!dica'"% f"c(& "! l"gic

a!d c"!&i&'e!c,. *he%ea& 'he feeli!g

#e"#le l""k a' #e"#le a!d &i'(a'i"!&/

S'%"!g i!dic'"%& "f 'hi!ki!g "f'e! a%ee!gi!ee%&. *he%e &'%"!g i!dica'"%& "f

feeli!g a%e "f'e! 'eache%& "% !(%&e&/

The '*" le''e% c"bi!a'i"!& all"* be'4

'e% !a%%"*i!g "f 'he #e%&"!ali'ie&. &"

'he &,&'e !eed& &"e &'(d,. b(' i'0&

!"' ha%d '" (!de%&'a!d/

The a('h"%& ha)e f"(!d 'ha' "!ce

a! i!)e!'"%, i& 'ake! *i'h 'he PM

'ea. #e"#le &'a%' '" (!de%&'a!d "'he%

#e%&"!ali'ie& a!d a%e le&& i!cli!ed '"

belie)e 'ha' 'he "'he% #e%&"! i& g"i!g

"(' "f 'hei% *a, '" c%ea'e di&ha%"!,

"% #%"ble&/ I! fac'. i' i& i!'e%e&'i!g

'ha' 'he di&c(&&i"!& ab"(' 'he&e ',#e&

"f #e%&"!ali', c"!flic'& "f'e! bec"e a

bi' f(!!, *he! "!e #e%&"! 'ell& 'he

"'he%. 1,"( a%e &(ch a! NT.2 %a'he%

'ha!. 1,"( a%e %(de a!d "b!"+i"(&/

The a('h"%& ha)e (&ed 'hi& MBTI

f"% ,ea%& '" a)"id c"!flic'&. a& *ell a& '"

%e&"l)e i!'e%#e%&"!al %ela'i"!&hi#

#%"ble&/

A!"'he% #&,ch"l"gi&'. Da)id

Kei%&e,. ha& e!' (ch "f hi& life i!

&'(d, a!d %e&ea%ch i!'" #e%&"!ali'ie&a!d 'e&'i!g. a!d de)el"#ed hi& Kei%&e,

Te#e%ae!' The"%,. *hich (&e& 'he

M,e%&4B%igg& #hil"&"#h, '" ge!e%a'e

f"(% 1'e#e%ae!'&/2 He ha& 'ake! 'he

&'(die& dee#e% i!'" 'he ed(ca'i"!al #&,4

ch"l"gical a%e!a a!d (&e& hi& &,&'e ef4

fec'i)el, '" g(ide #e"#le i!'" ca%ee%&

a!d %"le&/ The a('h"%& ha)e %ead a!d

(&ed hi& b""k&. Plea&e U!de%&'a!d Me.

a!d Plea&e U!de%&'a!d Me II/ B"'h

b""k& &e%)e '" g(ide a!,"!e i!'" 'he f(ll

(&e a!d (!de%&'a!di!g "f #e%&"!ali'ie&

a!d #e%&"!ali', 'e&'i!g a!d beha)i"%/

Cncl$"in

Ig!"%i!g 'he &"f' &kill& 'ha' a%e &"

)i'al '" #e%f"%i!g a #%"jec' c"!'%"l&

f(!c'i"! *ill $(ickl, ca(&e fail(%e i! a

!(be% "f a%ea&/ I! addi'i"! '" lea%!4

i!g h"* '" e&'ia'e. h"* '" a!al,-e

%i&k. h"* '" &ched(le a #%"jec'. i' i& i4

#e%a'i)e 'ha' PC &'aff lea%! a!d gai! e+4

#e%'i&e i! 'he&e &"f' &kill&/ N" a''e%

h"* 'ech!icall, #%"ficie!' 'he #%"jec'

c"!'%"l& a!al,&i& i&. 'he i!abili', '"

c"(!ica'e i' #h"!e'icall, a!d e4

#a'he'icall, '" 'he clie!' *ill (l'ia'el,

d"" 'he a!al,&i& '" fail(%e/

K!"*i!g ,"(% &'%e!g'h& a!d *eak4

!e&&e&. f%" a #e%&"!ali', #e%ec'i)e.

a!d %"(!di!g "(' 'ha' &ide *ill #(&h,"( '" bei!g a! effec'i)e #%"jec' c"!4

'%"l& c"!&(l'a!'. j(&' a& (ch a& lea%!4

i!g 'he la'e&' a!al,&i& 'ech!i$(e "%

a&'e%i!g 'he la'e&' %e)i&i"! '" a!

AACE %ec"e!ded #%ac'ice/ Ide!'if,4

i!g ,"(% clie!'. k!"*i!g 'hei% "'i)a4

'i"!&. b(ildi!g c"!&e!&(&. #%"d(ci!g

'he a!al,&i& a!d c"(!ica'i!g 'ha'

a!al,&i& *ill &e%)e '" ake ,"(% clie!'

a##%ecia'e ,"(% )al(e a& a #%"jec' c"!4

'%"l& c"!&(l'a!'/ S"f' &kill& a%e a! i!'e4

g%al #a%' "f 'ha' c"(!ica'i"! 'ha'

&h"(ld !"' be ig!"%ed/

REFERENCES

8/ AACE In#e!na#inal Recm)

mended P!ac#ice //R)22. Re+

q!ired Skills and Kno#ledge of

Cos Engineering. #age 9. #a%a4

g%a#h =/

9/ AACE In#e!na#inal Recm)

mended P!ac#ice /1R)3.. Respon+

sibili$ and Req!ired Skills for a

Projec Planning and Sched!ling

Professional . #age


13/48COST ENGINEERING MARCH4APRIL 978:

ABOUT THE AUTHORS

Ch%i&'#$he% W0 Ca%5

". CEP DRMP PSP

FAACE. Di%ec'#% #f

P%#g%a! C#"'%#&.

,i'h ARCADIS. ca"be c#"'ac'ed b-

&e"di"g e5!ai '#/

ch%i&0ca%"6a%cadi&5*&0c#!

Pa'%ick C0 Ke-. PSP.

Se"i#% P%#jec' C#"5

'%#& C#"&*'a"'

,i'h Ke- C#"&*'5

i"g Se%+ice&. ca" be

c#"'ac'ed b- &e"d5

i"g e5!ai '#/

$a'0ke-6ke-c#"&*'i"g&e%+ice&0#%g

FOR OTHER RESOURCES

To $ie% addi"onal reo#rce on

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14/48

OPEN DOORS.

ome Universities

e hart ew ourseThe MS in Project Management program at the GWSB blends thestudy of advanced project management techniques with generalmanagement principles.

The innovative, ethics-infused curriculum balances real-world practiceand academic theory, developing the skills managers need to integratecomplex projects, motivate people, and achieve cost-effective results.

A highly specialized programapplicable to all industries.

Rigorous projects that provide

exposure to all aspects of

project management

Unique, discipline-

independent curriculum

Courses that immerse youin teamwork and team dynamics,

developing the skills to tackle

complex projects and synthesize

diverse perspectives

Learn on campus in Washington,DC, or wherever it’s convenientfor you.

The flexibility of our program allows you

to create a course of study that works with

your schedule. Our online and on-campus

courses share the same professors,

lectures, projects and assignments, and

university resources.The MSPM degree may be completed:

On campus

Entirely online—study from any location

Both on campus and online

On a full-time or part-time basis

MASTER OF SCIENCIN PROJECTMANAGEMENT(MSPM)

Innovative curriculum goes

beyond thePMBOK® Guide

to deliver the skills you need

to integrate complex project

motivate people and achieve

cost-effective results—from

$10,000 projects to billion-

dollar programs.

Innovative curriculum that

can be applied to any ind

World-class faculty withdeep expertise in internatmethodologies, advancedproject managementapplications, decision

sciences and management

For more information, detailed course descriptions,or to apply, visit: go.gwu.edu/costengineering

Spring 2015 Semester: December 14

SB_1314_16

ApplicationDeadline:

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ters/mspm/http://business.gwu.edu/programs/specialized-masters/mspm/http://business.gwu.edu/programs/specialized-masters/mspm/http://business.gwu.edu/programs/specialized-masters/mspm/http://business.gwu.edu/programs/specialized-masters/mspm/http://business.gwu.edu/programs/specialized-masters/mspm/http://business.gwu.edu/programs/specialized-masters/mspm/


15/48COST ENGINEERING MARCH+APRIL /-.2

T he de#e!mina#ion of #he a",

b$il# c!i#ical pa#h of a p!ojec#

i" of g!ea# impo!#ance fo! #he

anal'"i" of "ched$le dela'

claim"* I# i" commonl' accep#ed b'

"ched$ling p!ac#i#ione!" #ha# #he c!i#i,

cal pa#h of a p!ojec# i" d'namic and

ma' change o%e! #ime) "$ch #ha# #hea",b$il# c!i#ical pa#h ma' be diffe!en#

f!om #he a",planned c!i#ical pa#h* Man'

con#!ac#" !e$i!e #ha# #he con#!ac#o!

demon"#!a#e #ha# #he claimed dela'

e%en#" impac#ed #he p!ojec# comple,

#ion da#e) &hich i" d!i%en b' #he a",

b$il# c!i#ical pa#h o! longe"# pa#h #o

comple#ion* The calc$la#ion of #he a",

b$il# c!i#ical pa#h i" al"o e""en#ial fo!

pe!fo!ming collap"ed a",b$il# o! b$#,fo!

"ched$le anal'"e") a" de"c!ibed in

AACE International Recommended

Practice !#R-") Forensic Schedule

Analysis, Method Implementation Pro-

tocols 3.8 and 3.9) fo! modeled) "$b,

#!ac#i%e dela' anal'"e"* Ho&e%e!) a"

ackno&ledged in RP No* /5R,-0) S$b,

"ec#ion 1*0*C) #he!e p!e"en#l' i" no con,"en"$" among p!ac#i#ione!" !ega!ding a

common "e# of logic !$le" fo! acc$,

!a#el' de#e!mining #he a",b$il# c!i#ical

pa#h beca$"e ac#$al da#e" o%e!!ide

floa# %al$e"* Thi" a!#icle p!e"en#" p!o,

po"ed g$ideline" fo! calc$la#ing #he a",

b$il# c!i#ical pa#h*

Verifying the Accuracy ofthe As-Built Schedule

The calc$la#ion of #he a",b$il# c!i#,

ical pa#h !e$i!e" #ha# an acc$!a#e a",

b$il# "ched$le fi!"# be de%eloped* To

%e!if' #he !eliabili#' of #he a",b$il#

"ched$le) con#empo!aneo$" p!ojec#

!eco!d" "ho$ld be !e%ie&ed #o confi!m

#he acc$!ac' of #he ac#$al da#e"* An'

nece""a!' co!!ec#ion" #o ac#$al da#e"

and p!og!e"" pe!cen# comple#e %al$e"

"ho$ld be doc$men#ed ba"ed on con,

#empo!aneo$" p!ojec# da#a "$ch a"

dail' !epo!#") mon#hl' p!og!e"" !e,po!#") mee#ing min$#e") pa'men# ap,

plica#ion") d!a&ing log") "$bmi##al log")

"$pe!in#enden# log") and p!og!e"" pho,

#og!aph"* Source Validation Protocols

2.2 and 2.3 of AACE International Rec-

ommended Practice !#R-") Forensic

Schedule Analysis) p!o%ide p!oced$!e"

fo! $"ing a",b$il# "ched$le "o$!ce doc,

$men#a#ion #o !econ"#!$c#) %alida#e)

and !ec#if' a",b$il# "ched$le" and

"ched$le $pda#e"*

Converting As-Planned Logic

to As-Built Logic

Af#e! #he a",b$il# "ched$le da#e"

a!e %alida#ed and !ec#ified) i# i" nece",

"a!' #o !e%ie& #he !ea"onablene"" of

#he a",b$il# "ched$le logic* Wo!k ac#i%,

i#ie" ma' ha%e been pe!fo!med o$#,of,

"e$ence f!om #he a",planned logic*

Me#hod Implemen#a#ion P!o#ocol

0*4*K*/ of AACE International Recom-

TECHNICAL ARTICLE

Calculating the

As-Built Critical PathAndrew Avalon, PE PSP

Abstract: The a",b$il# c!i#ical pa#h of a p!ojec# "ched$le can be de#e!minedb' de%eloping a",b$il# calc$la#ion "ched$le" fo! each !ele%an# "ched$leanal'"i" pe!iod* An a",b$il# calc$la#ion "ched$le !emo%e" %e!ified ac#$alda#e" f!om #he "ched$le and !e%i"e" #he ac#i%i#' and lag d$!a#ion" #o be e$al#o #he ac#$al d$!a#ion"* The c!ea#ion of #he a",b$il# calc$la#ion "ched$le en,able" #he CPM "ched$ling "of#&a!e #o #hen calc$la#e #he a",b$il# c!i#ical pa#h*To p!ope!l' c!ea#e an a",b$il# calc$la#ion "ched$le) i# i" nece""a!' #o de#e!,mine #he d!i%ing p!edece""o! !ela#ion"hip" in #he a",b$il# "ched$le &hen#he!e a!e m$l#iple p!edece""o!" #o an ac#i%i#'* If a p!edece""o! i" no# d!i%ing)#he ac#$al lag d$!a#ion "ho$ld be !ed$ced #o #he o!iginall' planned lag %al$e#o c!ea#e floa# in #he a",b$il# calc$la#ion "ched$le* If #he de#e!mina#ion of d!i%ing p!edece""o! !ela#ion"hip" i" no# pe!fo!med) all ac#i%i#ie" in #he a",b$il# calc$la#ion "ched$le &o$ld ha%e (e!o #o#al floa# and &o$ld be e$all'c!i#ical* Thi" a!#icle p!e"en#" p!oced$!e" #o en"$!e #ha# #he a",b$il# d!i%inglag %al$e" a!e de#e!mined objec#i%el' #o a%oid incon"i"#en# o! "$bjec#i%e a","e""men#" in calc$la#ing #he a",b$il# c!i#ical pa#h* Thi" a!#icle &a" fi!"# p!e,"en#ed a" PS*.35. a# #he /-.1 AACE In#e!na#ional Ann$al Mee#ing in Ne&O!lean"*


16/4814 COST ENGINEERING MARCH-APRIL 4236

mended Practice 2"R-0* Forensic

Schedule Analysis* p!o%ide" p!oced$!e"

fo! con%e!#ing a".planned logic #o a".

b$il# logic+ In "ome ca"e"* #he ac#$al "e.

$ence of &o!k and #he !ela#ion"hip"

be#&een ac#i%i#ie" ma( be diffe!en#

f!om #he planned "e$ence of &o!kand ac#i%i#( !ela#ion"hip"+ The!efo!e*

#he logic !ela#ion"hip" be#&een #he ac.

#i%i#ie" in #he a".b$il# "ched$le a# #he

end of each &indo& ma( be diffe!en#

f!om #he planned logic !ela#ion"hip" a#

#he "#a!# of #he &indo&+ Acco!dingl(* if

#he ac#$al "e$ence of &o!k indica#e"

#ha# diffe!en# logic !ela#ion"hip" be.

#&een ac#i%i#ie" a!e &a!!an#ed* #he

"ched$le logic "ho$ld be adj$"#ed #o

!ep!e"en# #he a".b$il# condi#ion" and

#he logic !e%i"ion" "ho$ld be doc$.

men#ed+

Ac#i%i#ie" #ha# ha%e o$#.of."e.

$ence logic &i#h long nega#i%e lag %al.

$e" #ha# &e!e comple#ed o! &e!e

in.p!og!e"" &i#hin each "ched$le anal(.

"i" &indo& "ho$ld be iden#ified+ G$ide.

line" fo! co!!ec#ing o$#.of."e$ence

logic &i#h long nega#i%e lag" a!e de.

#ailed in #he follo&ing pa!ag!aph"+

Of#en la!ge nega#i%e lag !ela#ion.

"hip" ma( e'i"# in #he a".b$il# "ched$le

#ha# "#em f!om #he a".planned "ched.

$le logic+ To mo!e acc$!a#el( model #he

ac#$al &o!k "e$ence" in each "ched.

$le anal("i" &indo&* adj$"#men#"

"ho$ld be made #o #he a".b$il# "ched.

$le logic #o !eplace o$#.of."e$encelogic and la!ge nega#i%e lag %al$e" 0e+g+*

g!ea#e! #han 36 &o!k da("1 &i#h mo!e

!ea"onable logic #ie"+ While #he con.

#!ac#o!," o!iginal logic "ho$ld be $"ed

&he!e%e! po""ible* #he follo&ing g$ide.

line" a!e !ecommended &hen anal()ing

and !ec#if(ing o$#.of."e$ence logic !e.

"$l#ing f!om #he a".b$il# da#e condi.

#ion"+

Guideline 1/If #he a".b$il# da#e condi.

#ion" p!od$ced a long nega#i%e fini"h.

#o."#a!# 0FS1 !ela#ion"hip* &he!e

p!ac#ical* change #he long nega#i%e FS

!ela#ion"hip #o a "ho!# po"i#i%e "#a!#.#o.

"#a!# 0SS1 !ela#ion"hip* a" "ho&n in fig.

$!e 3+

Guideline 2/If #he a".b$il# da#e condi.

#ion" p!od$ced a long nega#i%e FS !ela.

#ion"hip and g$ideline 3 &o$ld p!od$ce

a nega#i%e SS !ela#ion"hip* &he!e p!ac.

#ical* change #he long nega#i%e FS !ela.

#ion"hip #o a "ho!# po"i#i%e fini"h.#o.fin.

i"h 0FF1 !ela#ion"hip* a" "ho&n in fig$!e

4+

Guideline /If #he a".b$il# da#e condi.

#ion" p!od$ced a long SS !ela#ion"hipand #he a".b$il# condi#ion" allo& fo! a

!ea"onable and "ho!#e! FS !ela#ion"hip*

#hen* &he!e p!ac#ical* change #he long

SS !ela#ion"hip #o a "ho!# FS !ela#ion.

"hip+ Fo! e'ample* a SS 756 da( !ela.

#ion"hip be#&een #&o ac#i%i#ie" in #he

a".b$il# condi#ion co$ld be changed #o

a FS 732 da( !ela#ion"hip be#&een #he

"ame p!edece""o! and "$cce""o! ac#i%.

i#ie"* a" "ho&n in fig$!e 5* e'ample A+

In o#he! ca"e"* a "ho!# nega#i%e FS lag

ma( be mo!e !eali"#ic fo! modeling ac.

#$al &o!k "e$ence" #han a long SS lag*

a" "ho&n in fig$!e 5* e'ample B+

Guideline !/If #he a".b$il# da#e condi.

#ion" p!od$ced a long FF !ela#ion"hip

and allo& fo! a !ea"onable FS #ie* #hen*

&he!e p!ac#ical* change #he FF !ela#ion.

"hip #o a FS !ela#ion"hip+ Fo! e'ample*

a FF 766 da( !ela#ion"hip be#&een #&o

ac#i%i#ie" in #he a".b$il# condi#ion co$ld

Figure 1 — Out-of-Sequence Logic Correction: Guideline No. 1


17/48COST ENGINEERING MARCH)APRIL .,-0

be changed !o a FS 1-, da& rela!ionhip

be!$een !he ame predeceor and

"cceor ac!i#i!ie' a ho$n in fig"re

/' e%ample A( If !he a*b"il! condi!ion

$o"ld prod"ce a long nega!i#e FS rela*

!ionhip' for $hich !he abol"!e #al"e

of !he lag d"ra!ion i grea!er !han !hepoi!i#e FF lag #al"e' !hen !he e%i!ing

FF rela!ionhip ho"ld be re!ained' a

ho$n in fig"re /' e%ample B(

Guideline 5+If !he $ork ac!i#i!ie $ere

performed ignifican!l& o"!*of*e*

q"ence and !he a*b"il! da!e condi!ion

do no! allo$ for a reaonable FS' SS'

and)or FF !ie' !hen remo#e !he inappro*

pria!e predeceor logic and replace

!he rela!ionhip $i!h a differen!' more

reaonable predeceor ac!i#i!& rela*

!ionhip( To elec! a more reaonable

predeceor ac!i#i!& !o replace !he in*

appropria!e predeceor' $here prac!i*

cal' !race !he ne!$ork logic preceding

!he inappropria!e predeceor !o iden*

!if& a more appropria!e predeceor

earlier in !he logic chain and !hen reap*

pl& g"ideline - !hro"gh / !o de!ermine

!he appropria!e logic !ie(

When con#er!ing !he a*planned

logic !o !he a*b"il! logic' i! i generall&

preferred !o elec! logic rela!ionhip

$i!h hor!er lag d"ra!ion ra!her !han

longer lag d"ra!ion' baed on a com*

parion of !he abol"!e #al"e of !he

lag d"ra!ion( F"r!hermore' ph&ical$ork flo$ re!rain! dri#ing !he ac!"al

deign' proc"remen!' con!r"c!ion' and

commiioning ac!i#i!& eq"ence

ho"ld go#ern !he rec!ifica!ion of !he

a*b"il! logic( The p"rpoe of !he a*

b"il! logic rec!ifica!ion i !o reali!icall&

model !he $ork eq"ence rela!ionhip

for ho$ !he projec! $a ac!"all& b"il!(

When making !he abo#e a*b"il!

logic adj"!men!' i! i necear& !o

iden!if& and correc! an& open*end cre*

a!ed $hile correc!ing !he o"!*of*e*

q"ence logic( The logic ho"ld be

checked in !he a*b"il! calc"la!ion

ched"le !o en"re !ha! no ac!i#i!ie

ha#e open*end( If ne$ open*end are

iden!ified' appropria!e logic !ie ho"ld

be added !o cloe !he open*end(

Finall&' if Prima#era or imilar of!*

$are i "ed !o de#elop !he a*b"il!

ched"le and !he progre o#erride cal*

c"la!ion mode i "ed' i! ma& be nece*

ar& !o iden!if& and correc! !he logic for

an& ac!i#i!ie $i!h effec!i#e open*end

beca"e of progre o#erride( The

progre o#erride calc"la!ion mode ig*

nore logic rela!ionhip and allo$ an

ac!i#i!& $i!h progre !o con!in"e e#en

if i! predeceor ha#e no! finihed(Baed on !he a*b"il! da!e and calc"*

la!ed progre panning a ched"le

$indo$ da!a da!e' ome !ak ac!i#i!ie

ma& ha#e effec!i#e open*end beca"e

of !he progre o#erride ched"le cal*

c"la!ion e!!ing( When ched"le ac!i#i*

!ie are $orked o"!*of*eq"ence' !he

progre o#erride fea!"re n"llifie !he

predeceor*!o*"cceor logic for ac*

!i#i!ie !ha! !ar!ed o"!*of*eq"ence'

and !hen allo$ !he la!e finih da!e for

!hee ac!i#i!ie !o lip !o !he comple*

!ion da!e of !he la!e! finihing ac!i#i!&

for !he projec!( Thi condi!ion i no! re*

ali!ic or reaonable and !he re"l!ing

la!e da!e and correponding floa! #al*

"e are incorrec!( Therefore' ac!i#i!ie

$i!h effec!i#e open*end beca"e of

!he progre o#erride calc"la!ion mode

for each anal&i $indo$ ho"ld be

iden!ified and appropria!e logic adj"!*

men! ho"ld be made !o elimina!e !he

Figure 2 — Out-of-Sequence Logic Correction: Guideline No. 2


18/4816 COST ENGINEERING MARCH%APRIL )'(*

open&ends$The specific logic modifications

performed to correct an" out&of&se&

quence logic or to close effective open&

ends in each schedule anal"sis indo

should be documented in conjunction

ith rectif"ing the as&built logic$ An"

assumptions made and procedures fol&

loed hile correcting the as&built

logic should be documented to ensure

consistenc" and avoid subjectivit" dur&

ing the rectification process$

Creating an AsBuilt Calculation

Schedule for Each Schedule

Analysis Window

After verif"ing the accurac" of the

as&built schedule dates and correcting

an" out&of&sequence as&built logic ties#

an as&built calculation schedule can be

developed for each schedule anal"sis

indo$ A indos&based anal"sis is

often preferred over a single anal"sis of

the entire project duration to better ac&count for ho the critical path changed

over time$ The purpose of the as&built

calculation schedule is to calculate the

as&built critical and near&critical paths

and as&built float values$ The selection

of the schedule anal"sis indos is

t"picall" based on the availabilit" of the

schedule updates# ke" contractual

events and issues# changes in the criti&

cal path# and cost and time considera&

tions$

In commonl" used scheduling soft&

are# such as Primavera# actual dates

override the schedule logic and the ac&

tual start and finish dates of activities

become fi!ed regardless of the logic

hen actual dates are input to record

as&built progress$ Therefore# the as&

built critical path and float values#

hich can onl" be determined from the

schedule logic# are not provided b" the

softare calculations for the ork that

as performed prior to the data date$The critical path and float values are

onl" displa"ed for ork "et to be per&

formed after the data date$

To create an as&built calculation

schedule# it is necessar" to destatus the

as&built schedule b" removing the ac&

tual dates from the activities in

progress during the schedule anal"sis

indo and inputting actual activit"

and lag durations and progress percent

complete values$ The start and finish

dates in an as&built calculation schedule

are driven b" as&built schedule logic# as&

built activit" durations# and as&built

percent complete values for the activi&

ties in each schedule anal"sis indo$

The as&built logic# driving lag values# ac&

tual durations# and percent complete

values are input into the as&built calcu&

lation schedule such that the" generate

the same earl" start and earl" finish

dates for activities as the" actuall"

Figure " ! OutofSequence Logic Correction: Guideline No. "


19/48COST ENGINEERING MARCH'APRIL +)*-

started and finished during each in(do$ The as(built calculation schedule

also calculates the same forecasted

start and finish dates for activities be(

!ond the end of the schedule anal!sis

indo$

Figures .# /# and 0 summari"e

three basic steps for creating an as(built

calculation schedule$ In figure .# step *

involves the identification of the as(

built dates for the activities ithin the

schedule anal!sis indo$

In figure /# step + involves the cal(

culation of the as(built activit! and lag

durations for the activities ithin the

schedule anal!sis indo$

In figure 0# step ,# the actual dates

are removed and the actual activit! and

lag durations and percent complete val(

ues are input into the schedule such

that the scheduling softare calculates

the start and finish dates of the activi(

ties to be the same as the as(built start

and finish dates$ The removal of the ac(tual dates is referred to as destatusing

the schedule$

The Destatusing Procedure

The schedule is destatused b!

moving the data date in the as(built cal(

culation schedule from the end of the

schedule anal!sis indo to the begin(

ning of the schedule anal!sis indo$

Figure 1 presents the potential activit!

date condition# here the schedule

being anal!"ed contains unfinished ac(

tivities and the anal!sis period begins

later than the project start date$

The actual date conditions and cor(

responding actions for destatusing

schedule activities occurring ithin

each schedule anal!sis indo are

summari"ed in table *$

All actual dates prior to the desta(

tused data date are not changed and

this portion of the schedule remains

statused ith actual dates$ All forecastdates after the end(of(indo data

date also remained unchanged$

As noted in table *# the percent

complete and remaining duration val(

ues need to be computed for activities

having the date conditions of activities

D and F$ Source validation protocol

2.3.D.1.a of AACE International Rec"

ommended Practice %(R"$ Forensic

Schedule Analysis# discusses the %hind(

sight& method for calculating remaining

durations based on actual dates and

durations$ The computed percent com(

plete and remaining duration values

should be input into the as(built calcu(

lation schedule to maintain the as(built

schedule activit! start and finish dates$

At this point in the development of

the as(built calculation schedule# the

original and remaining durations of all

activities are correctl! adjusted but the

lag durations for each relationship have

Figure ' # Out"of"Sequence Logic Correction Guideline No! '


20/4818 COST ENGINEERING MARCH/APRIL 2015

Figure ! — As-Built Calculation Schedule Creation: Step 1

Figure — Out-of-Sequence Logic Correction: Guideline No.


21/48COST ENGINEERING MARCH&APRIL *()+

not "et been adjusted to maintain the

as'built schedule actiit" start and finish

dates% The earl" dates of the actiities

that hae been conerted from actual

dates should match the as'built sched'

ule dates% The goal is to quantif" the lag

durations required to drie the original

as'built schedule dates and model this

in the as'built calculation schedule%

Each predecessor relationship must be

reie!ed for each actiit" that used to

hae an actual date but no longer does%

It is then necessar" to compute the

actual lag duration b" conerting the

beginning date for the lag into a !ork'

da" number and the ending date for

that lag into a second !orkda" number

and subtracting the t!o !orkda" al'

ues% The follo!ing formulas summari#e

the actual lag duration calculations$

Figure 7 — As-Built Calculation Schedule Creation: Step 2

Figure 8 — As-Built Calculation Schedule Creation: Step 3


22/4820 COST ENGINEERING MARCH/APRIL 2015

Figure 9 — Activity Status Conditions for Destatusing Procedure

Table 1 — Actual Date Conditions and Corresponding Actions for Destatusing Schedule Activities


23/48COST ENGINEERING MARCH"APRIL &$%'

Finish-to-Start Lag Duration # Succes-

sor Start Date - Predecessor Finish Date

- 1 day

equation 1

Start-to-Start Lag Duration # Successor

Start Date - Predecessor Start Date

equation 2

Finish-to-Finish Lag Duration # Succes-

sor Finish Date - Predecessor Finish

Date

equation

Start-to-Finish Lag Duration # Succes-

sor Finish Date - Predecessor Start Date

" 1 day

equation !

If using Primavera scheduling soft#

ware calendar rules the activity calen#

dar for the predecessor activity should

be used in performing the conversion of

an activity date to a workday number! If

the activity date is an actual start and

falls on a non#workday then the next

higher workday is used! If the activity

date is an actual finish and the date falls

Table 2 — Sample Driving Lag Calculations


24/4822 COST ENGINEERING MARCH,APRIL 3124

on a non-"orkda$& then the ne#t lo"er

"orkda$ is sed( The calclated actal

lag drations are then inpt into the as-

bilt calclation schedle(

After performing the actions in

table 2& the reslting as-bilt calcla-

tion schedle "ill ha!e a ne" data date

at the beginning of the schedle anal$-

sis "indo" and the calclated start and

finish dates of each acti!it$ "ithin the

anal$sis period "ill be adjsted to

match the actal conditions sho"n in

the as-bilt schedle(

Driving Predecessor

Lag Determinations

To properl$ create an as-bilt cal-

clation schedle& it is necessar$ to de-

termine the dri!ing predecessor

relationships in the as-bilt schedle

"hen there are mltiple predecessorsto an acti!it$( If a predecessor is not

dri!ing& the actal lag dration shold

be redced to the originall$ planned

lag !ale to create float in the as-bilt

calclation schedle(

The actal lag dration for each re-

lationship "ithin the schedle anal$sis

"indo" shold be calclated bt it is

not necessar$ to appl$ all of the actal

lags to all relationships in the as-bilt

calclation schedle( If all lags in the

as-bilt calclation schedle are con-

!erted into the actal lags& the acti!it$

dates in the as-bilt calclation sched-

le "old be correct bt all acti!ities

"old ha!e %ero total float and the en-

tire schedle net"ork "old be on the

as-bilt critical path(

To determine the *dri!ing+ rela-

tionship& the shortest dration !ariance

bet"een the planned lag and the ac-

tal lag for each predecessor to a sc-

cessor shold be calclated( In other

"ords& it is necessar$ to identif$ the

predecessor tie that most probabl$

cased the sccessor acti!it$ to start or

finish based on the *closest+ predeces-

sor to the sccessor acti!it$ "ith con-

sideration for planned lag drations( If

the !ariance bet"een the planned lag

and the actal lag is negati!e& then the

relationship mst become a dri!ing re-

lationship to maintain the correct as-

bilt dates in the as-bilt calclation

schedle( If mltiple relationships ha!e

the eqall$ shortest !ariance bet"een

the planned /contractor defined0 lag

and the actal lag& then all relation-

ships "ith the eqall$ shortest !ariance

are designated as dri!ing relationships(

The actal lag shold onl$ be inpt

for dri!ing relationships and the non-

dri!ing lag drations shold be left as

originall$ inpt in the contractor)s plan(

To ensre that the as-bilt calclation

schedle dri!ing lag !ales are deter-

mined objecti!el$& and to a!oid incon-

sistent or sbjecti!e assessments in

de!eloping the as-bilt critical path&

the follo"ing procedre is sed'

. When there are mltiple prede-

cessor acti!ities to a sccessor ac-

ti!it$& the predecessor "ith the

smallest !ariance bet"een the ac-

tal lag and the planned lag issed as the dri!ing predecessor

and all other positi!e lags for pred-

ecessors to the same sccessor

are reset to the planned lag !ale

contained in the !erified as-bilt

schedle( The planned lag t$picall$

is the lag !ale inpt contempora-

neosl$ b$ the project schedler&

or ma$ be a lag dration that has

been rectified b$ the schedle an-

al$st based on docmented facts

regarding the reasonable lag dra-

tion reqired bet"een t"o acti!i-ties(

. If a sccessor acti!it$ has onl$ one

predecessor& then the actal lag

!ale mst be sed as the dri!i

cost engineering march-april 2015

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