(CSC-2436) The Ten Biggest Lies in Project Controls
Author(s): Glen R. Palmer, CFCC PSP; Christopher W. Carson, CEP DRMP PSP FAACE
Monday, June 12 10:00-11:00/Celebration 7
Abstract: While misinformation and poor analysis conclusions can plague construction managers, some of the analysis and reporting problems are significant enough that they rise to the level of “lies”. Understanding the top lies will help construction managers and owners to better understand when there is a need to examine the analysis or reports at a much deeper level. This paper will discuss the ten biggest lies in Project Controls that the authors have encountered in their careers. These lies will be examined using “Lessons Learned” from both a project management and a claims perspective. This perspective should provide a deeper understanding of the main areas of analysis and arm the CM or Owner to better question and review the statements.
(CSC-2576) The Early & Late Date Conundrum and Project Reporting
Author(s): Imran Z. Wyeen, P.Eng.; Mustansir Raj, P.Eng. CCP
Monday, June 12 4:45-5:45/Celebration 7
Abstract: Project reporting must present as complete and as real a snapshot of a project as possible. The reality is that typically reported cost and schedule metrics do not reflect that. In fact, they can sometimes paint a picture of the project which is quite the opposite of reality. The paper will explain reasons for this confusing state of affairs. It will also explain how the integrated trended estimate and cost and schedule data can be better leveraged to improve accuracy of the deductive data and forecasts. The paper will also present a way out of this conundrum such that customers, executives and other non-project management professionals can understand the true state of the project that this real-time data paints and look beyond the confusion.
(CSC-2659) Proactive Trend and Change Management: Avoiding the Iceberg Effect
Author(s): Leslie E. McMullan, FAACE
Monday, June 12 11:15-12:15/Celebration 7
Abstract: Trend and change management are key project critical control elements for forecasting, cost management and control of outcomes. The challenge can in be the early detection of potential change, proper classification and the timely evaluation from a cost, risk and schedule perspective throughout the project life-cycle.
Owners, consultants and contractors have identified change management as an area needing improvement. The project change register items may only be the tip of the iceberg and unseen changes may be taking place on the project, only to surface later with major consequences. This is referred to as the iceberg effect and may include the secondary impact of project changes that includes other ripple effects.
This paper will discuss the key critical controls for successful trend and change management, the importance of contract terms and conditions, the views by the different parties, the types of systems used, the sources and types of change and how to identify trends versus changes and source of funding. The presentation will also explain the iceberg effect, stumbling blocks to early identification of trends and changes and how to reduce the risk and consequences of the iceberg effect.
(CSC-2664) Extending Control Accounts toward an Integrated Data Model
Author(s): Michael Goggin
Monday, June 12 3:30-4:30/Celebration 7
Abstract: What real purpose does a “control account” serve, in terms of controlling a project? It serves as the glue between various breakdown structures and facilitates the critical working connection between key project stakeholders including project managers, schedulers, cost engineers, procurement and financial controllers. Why is this so important? The finance department, and system of record, is so often overwhelmed by granular levels of detail required by the project delivery team in order to execute and control their capital projects. Through the use of an integrated data model, control accounts can be leveraged to provide project data in critical, yet digestible, categories that are important to stakeholders and their reporting obligations. In this session, we’ll discuss not only the criticality of establishing and adhering to the control account methods, but the true value that they add to the finance and project teams along with other stakeholders. These teams can work in harmony, while also being able to work at the level of detail each requires.
(CSC-2687) Change Control Procedure during Design Development of a Mega Transit Project
Author(s): Amgad F. Fahmy, PE CCP PSP
Monday, June 12 2:00-3:00/Celebration 7
Abstract: Changes to any or all of the project triple constraints (cost, schedule and scope) are inevitable. During the design development of a mega transit project, changes could occur for many reasons and can impact not only project progress, but many other critical areas, such as the project budget, project schedule, Environmental Impact Statement (EIS), third party stakeholders, property acquisition schedule, funding complications, etc. This paper intends to examine the major impacts that may occur during the design development of a mega transit project. It discusses the complications of changes in the light of standard project processes directed by the Federal Transit Administration (FTA). It also presents some recommended practices for a change control procedure in order to effectively manage changes and respond to their impacts.