27/7/2016 AACEInternationalMeetings/ConferencesAnnualMeeting2015AnnualMeetingTechnicalProgramAbstractsCOSTANDSCHEDULECONT

FAQs|SearchSite|Forums|ContactUs|OnlineStore|Login|

COSTANDSCHEDULECONTROL(CSC)
Meetings/Conferences>AnnualMeeting >2015AM>TechnicalProgram>Abstracts

Thefollowingisapoolofpapersandpresentationsfromwhichthefinaltechnicalprogramwillbecreated.

Advertisements:

Theabstractsarelistedaccordingtosubjectcategoryasfollows(SUBJECTTOCHANGE):

(CSC1829)TaskPackagingandProjectControls

PrimaryAuthor:MrAdamCarverLottLaurenEngineersandConstructors
Time/Location:SUN1:302:30/Room301
Task Packages, or Install Task Packages, have served as a preplanning tool across the industry to increase the description of a
project's plan at a micro level to be useable by the craft executing the work. While many projects and companies have begun
implementationoftheirownversionofInstallWorkPackaging,asanelaborationofConstructionWorkPackaging(CWP)[1],fewhave
exploredthepossibilitiesbeyondaplanningtool.Howcanschedulersandcostengineerssupportimplementationandreapthebenefits
oftheTaskPackage?HowcantheseTaskPackagesbeusedinResourcePlanning,EarnedValue,andChangeManagement?
This paper explores several topics. Preplanning for progressive elaboration [4] within the schedule and cost account systems.
Determining the most value when establishing the resource budget and duration for the Task Packages. Creating onetoone
relationships between Task Packages, schedules activities and cost accounts. Providing individualized performance factors on Task
Packagesandarticulatingchange.Implementationdecisionandwhoshouldlead.

(CSC1842)CostIncreasesintheFrontEndofRoadProjects

PrimaryAuthor:MrMortenWeldeNorwegianUniversityofScienceandTechnology
CoAuthor:MrJamesOdeckNorwegianUniversityofScienceandTechnologyMrGeirSaxebolNorwegianPublicRoadsAdministration
Time/Location:SUN1:302:30/Room201
Largepublicinvestmentprojectsandtransportprojectsinparticular,relyonalongpresanctioningphaseswherethebusinesscase,
project strategy and technical options are selected and developed. A critical parameter in this phase of project development is the
accuracyofcostestimates.Itisatthisstagethattheoveralldecisiontoproceedplanningandeventualimplementationofprojectsare
made all which may depend on the cost estimates made at this stage. The literature on cost estimates and their subsequent cost
overruns have ignored the frontend phase and have only considered the implementation phase. The paper investigates the
developmentofcostsininthefrontendphaseofNorwegianroadprojects.Theresultsshowthatwhiletheaveragecostoverruninthe
implementationphaseisnegligible,theaveragecostincreaseinthefrontendphaseisintheorderof3050%.Thepolicyimplication
ofourresultsisthatqualityassuranceofcostestimatesshouldbefocusedearlyestimatesi.e.,frontendestimateswhichoftenarethe
mostcrucialtoprojectapprovalandimplementation.

(CSC1844)CausesofCommissioningDelaysinIndustrialProjectsinSaudiArabia
PrimaryAuthor:DrAliA.ShashKingFahdUniversityofPetroleumandMinerals
CoAuthor:MrAsadullahKhanKingFahdUniversityofPetroleum&Minerals
Time/Location:SUN2:453:45/Room201

Commissioningistheprocessofassuringthataninstalledfacilityiscapableofuninterruptedoperationtodeliverproductsorservices
asdesigned.Thisstudyisanattempttodeterminethedegreeofcommissioningdelaysatindustrialprojectsandtheprobablecausesof
such delays. The required data was collected through a closedended structured questionnaire from major owners in the Eastern
Province, Saudi Arabia. The results indicated that industrial projects were extended on average 20% beyond their commissioning
duration.Outdatedcommissioningplans,thedevelopmenttimeofsuchplans,partialdevelopmentofsuchplans,thelateinvolvement
ofacommissioningagent,andthelatemobilizationoffacilitystaffwerecitedasmajorcausesofdelays.
Itisanticipatedthatownersofindustrialprojectswillbenefitfromtheoutcomesofthisstudy,improvetheircommissioningprocedures
andeliminate,oratleastmitigate,theeffectofthosedelayingfactorsinthecommissioningoffutureprojects.

(CSC1851)DronesforProjectControlsandOtherUsesonConstructionProjects
PrimaryAuthor:MrPaulLevinPSPWPLPublishingCo.Inc.
Time/Location:TUE3:454:45/Room201

Drones, also known as Unmanned Aerial Vehicles (UAVs) typically in the form of multirotor sub55lb vehicles, are making their way
ontoconstructionsitesintheU.S.,despitetheuncertainstatusofFederalAviationAdministration(FAA)regulations,andinternationally.
Their uses include survey and measurement (laser scanning [LIDAR], thermal imaging/infrared [FLIR] and other datacapture
technology),projectcontrols(documentingdaily/weeklyprogressviaaerialphotography),QA/QCandmaintenanceinspection(visual
inspectionofbridges,curtainwalls,bottomofexcavationsandhardtoaccessand/orotherwiseunsafelocations),safetyinspections,

http://www.aacei.org/am/2015/CSC.shtml

1/3

27/7/2016 AACEInternationalMeetings/ConferencesAnnualMeeting2015AnnualMeetingTechnicalProgramAbstractsCOSTANDSCHEDULECONT
productionplanning,logistics(handlinganddeliveryoftools,partsandmaterials,particularlyonhorizontalconstruction),emergency
responseassistanceandsecurity.
This paper is based on material collected from the authors ongoing study of drone use on construction projects, as well as from
research projects currently underway by universities and private organizations. Also included are considerations for contract
specificationsfordroneuseonconstructionprojects.

(CSC1872)ValueofWorkDone:MeasurementforOilandGasProject
PrimaryAuthor:MsDileezaaLurthanathanPetronas
CoAuthor:MsRahmahIdris
Time/Location:MON10:0011:00/Room201

ValueofWorkDone(VOWD)isaprojectcontrolmethodofmeasuringactualcostachievedforanactivityinprojectsofmanydifferent
magnitudes,andhassubstantialimpactintheoilandgasindustry.Physicalprogresscanbeearnedatadifferenttimefromtheactual
paymentmade.Thisemphasizestheimportanceofaccrualaccounting.Itallowsaccuratereportingofcommittedcash,basedonactual
physicalprogress,whichconsequentlysteersstakeholderskeydecisionmakinginensuringcontinuityandfeasibilityofaninvestment.
This paper will primarily focus on different methods of VOWD measurement based on planned value, milestone payment and actual
physicalprogressforanupstreamdevelopmentprojectencompassingallexecutionactivities(DetailDesign,Procurement,Fabrication,
Installation,DrillingandCommissioning).Resultsofthisstudywilldemonstratewithdetailedtrackingofcontractorsprogress,VOWD
basedonactualphysicalprogresshasahigherlevelofaccuracyinreportingactualcostachievedtodate.

(CSC1918)PacingasaDelayManagementMechanism

PrimaryAuthor:DrSeyyedAminTerouhidTheVertexCompanies,Inc.
CoAuthor:MsDianaMinchellaTheVertexCompanies,Inc.MrAndrewLawrenceSargentTheVertexCompanies,Inc.
Time/Location:MON11:1512:15/Room201
Pacingdelaysoccurwhenaprojectpartyintentionallydeceleratesworkproductiontokeeppacewithprojectactivitiesthatdrivethe
criticalpath.Typically,contractorsdecidetoslowtheirpacetominimizecosts,andthesebusinessdecisionscanalsoultimatelyleadto
costsavingsfortheowner.Ifthecontractorspacingdelaysoccurconcurrentlywithownercauseddelays,thecontractorspacingmay
partiallyoffsetdelaydamagesthatotherwisewouldhavebeenchargeabletotheowner.
Current literature does not adequately address how pacing delays can be used for the collective benefit of the project parties. This
articleaimstooutlinescenariosinwhichpacingisusedasadelaymanagementmechanismforthemutualbenefitoftheownerandthe
contractor.Thedecisionofwhethertolimitonepartysworkpacemustbecarefullyconsideredtoensurethatallpartiesunderstandthe
impacts to the schedule, costs and claim recovery potential. This article describes the characteristics of pacing delays and provides
guidelinestofacilitateinformedpacingdecisions.

(CSC1925)UnderstandingContractorProjectControlsCapabilitythroughRequestforProposalQuestionnaire
PrimaryAuthor:MrsJulieRichardsFircroft,InccontractedtoChevronPipeLine
Time/Location:MON2:003:00/Room201

When the owner project team is evaluating the engineering, procurement, and construction (EPC) contractor for a project, there are
manythingstoconsiderfromacostengineeringperspective.InordertoassesstheEPCcontractorscapabilityandavailabilitytomeet
theownersprojectcontrolsinformation,dataandreportingexpectations,acomprehensiveRequestforProposal(RFP)questionnaireis
essential. This paper will address how to write questions for the questionnaire, how to avoid assumptions and inferences, and key
technical project controls questions to include in a RFP to understand how a contractor estimates, forecasts, schedules, and tracks
progress for small capital projects. It will discuss how to comprehend the contractors answers to understand their capability and
availabilitytohelpdeterminethebestEPCcontractorstoawardthebid.

(CSC1937)ContingencyDrawdownForecasting,Tracking,andActualContingencySpendForecasting
PrimaryAuthor:MrRobertJ.WhiteShell
Time/Location:MON3:454:45/Room201

Therearemanydifferentmethodsofcalculatingcontingencyaspartofestimateatcompletionforprojectsfromgeneralrulesofthumb
tosophisticatedMonteCarlosimulations.However,thefundamentaltheoryofwhathappenstothatnumberafteritiscalculatedseems
tobeasourceofconfusionforprojects.Projectcontrolsmustbeabletocalculate,understand,andarticulatecontingencydrawdownfor
projects. Analysis of contingency must begin with the fundamental understanding that there are differences between forecasting
contingency requirements, tracking contingency drawdowns, and forecasting when the contingency could actually be spent. Proper
forecastingandcontrolofcontingencycanbealeadingindicatorofprojectsuccessintermsofcost,risk,andschedule.

(CSC1938)ReAssessingKPIsandTrendChartsforStaff,PMsandStakeholders
PrimaryAuthor:MrMarkStillmanKleinfelder
CoAuthor:MrJohnNorwoodKleinfelder
Time/Location:MON5:006:00/Room201

One of the least developed techniques in managing costs and schedules on programs is the creation and management of Key
PerformanceIndicators(KPIs)andtrendcharts.Typically,KPIsareestablishedusingstandardmetricssuchascost,time,quality,and
safety.Whilethesemetricswillidentifybigpicturetrends,theyareunlikelytoinfluencechangewhereitmattersmostatthestaff
level.
AACE International Recommended Practice 60R10 Developing the Project Controls Plan (RP60R10) identifies the process and
methodologynecessarytoperformassessments,butdoesnotprovideinsightintotheidentificationoranalysisofchangeinfluencing
KPIs.
ThispaperwilldiscussthreeinsightfulconceptsofKPIdevelopmentthatcanbeappliedtoprogramsandorganizationstodrivepositive
changeduringtheexecutionofthework.Theseconceptsare:
Drillingdowntorootcausesofcriticalissues
Creatingvisualgraphsthatclarifytrendsandopportunities

http://www.aacei.org/am/2015/CSC.shtml

2/3

27/7/2016 AACEInternationalMeetings/ConferencesAnnualMeeting2015AnnualMeetingTechnicalProgramAbstractsCOSTANDSCHEDULECONT
AdjustingKPIstoinfluencechangeatalllevels
The goal is that these concepts encourage a new approach to performance assessment within programs and organizations across all
industries.

(CSC1986)UsingTheoreticalSCurvetoForecastProjectDurationConsideringPastPerformance
PrimaryAuthor:MrRafaelGonalvesMonteiroDeloitteToucheTohmatsuConsulting
CoAuthor:MrViniciusOliveiraDaherDeloitteToucheTohmatsu
Time/Location:TUE8:009:00/Room201

Project controls tools are considered keystones to project managers regarding costs, schedule and risk management. Projects
environments are really challenging and unsettled therefore, procedures and standards for estimating, planning, controlling and
forecastingaretrulywelcome.Notwithstandingtheseproceduresbeingcrucial,itiscommonthatOwnersfailtohavecontemporaneous
and consistent data from Contractors. Aiming to help Owners (and even Contractors) to forecast the total duration of a project, this
paperexploreshowtouseamathematicalequationofageneralScurvetopredictprojectdurationatcompletion.Thispaperdiffers
from previous works because the past performance (physical progress) is used to fit a theoretical Scurve using the method of
(weighted)leastsquares.Also,isneithermandatorytoknowtheremainingquantitiestobeexecutednortheoriginalplannedcurve(or
value), since no scope change had happened and the actual physical progress reflected reality. Finally, some examples will be
presentedshowinghowtousethisprocedureandhoweasyitistoimplementusingelectronicspreadsheets,inspiteofthemathematic
behindit.

(CSC2040)ScopeDecompositionforCostandScheduleIntegration

PrimaryAuthor:MrRohitSinghP.Eng.CCPDragonCurveEngineersandConsultants
CoAuthor:WilliamManuelDiazPMP
Time/Location:TUE9:4510:45/Room201
This paper discusses the need to establish a vital link between project costs and scheduling that is often overlooked by companies
executing capital portfolios in a variety of industry sectors. Proper alignment of these two areas of project controls facilitates the
decisionmaking process while simultaneously increasing planning accuracy. It also mitigates cost overruns and schedule slippage,
which are the main areas of concern for Project Controls Managers as well as Project Managers in companies executing capital
portfolios.
Theareasaddressedinthispaperincludethetraditionalcostcontrolmethodologiesandscheduledevelopment.Aswillbediscussed,
academicthinking,lateradoptedbyvariousUSgovernmententities,includingNationalAeronauticsandSpaceAdministration(NASA)
and Department of Defense (DOD), suggested that integration between scheduling and budgeting is crucial to the success of any
project.Applying the integrative approach presented in this paper to the project lifecycle provides an opportunity to make decisions
thatimproveprojectperformance.Therefore,thispapertracestheevolutionofcostandscheduleintegrationandpresentsaneffective
methodofenhancingcontrolsthroughouttheprojectlifecycle.

Membership|Certification|ProfessionalDevelopment|Career/MentoringCenter|ProfessionalResources|Meetings/Conferences|OnlineCommunities|Recognition/Awards|AboutUs|Home
AACEInternationalCopyright2016|PrivacyPolicy|WebsitePrinciples
+1.304.296.8444|ContactUs

ABOU T SSLCE RT IF ICAT E S

http://www.aacei.org/am/2015/CSC.shtml

3/3