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Level: Basic
TCM Section(s):
9.2. Progress and Performance Measurement
10.1. Project Performance Assessment
Venue: 2021 AACE International Conference & Expo
Abstract: Project controls have been a primary focus of project improvement for decades. Organizations such as AACE have published a library of knowledge and recommended practices on estimating, cost control, scheduling, and risk management. Each year, new software capabilities are introduced promising more data integration and collaboration than ever before. Experts in CPM scheduling and risk management have developed sophisticated algorithms to attempt to correct for inaccurate estimating and project controls information. Perhaps it is time to think beyond collecting data, performing analysis and publishing reports or charts.Interestingly, the most recent updates to AACE recommended practices are revised to include more granular definitions of deliverables.What if there were much better definition of deliverables? And what if those deliverables could be chronologically mapped; showing internal and external dependencies – all in a stage gated environment? This paper will focus on how to improve project controls reliability using project execution processes for engineering, procurement, construction, and commissioning. Project execution processes qualitatively prescribe criteria required to earn progress. Subsequently, this yields improved reliability of progress data collected, which subsequently results in increased reliability of project controls analysis and reporting.
Level: Basic
TCM Section(s):
9.2. Progress and Performance Measurement
10.1. Project Performance Assessment
Venue: 2021 AACE International Conference & Expo
Abstract: Project controls have been a primary focus of project improvement for decades. Organizations such as AACE have published a library of knowledge and recommended practices on estimating, cost control, scheduling, and risk management. Each year, new software capabilities are introduced promising more data integration and collaboration than ever before. Experts in CPM scheduling and risk management have developed sophisticated algorithms to attempt to correct for inaccurate estimating and project controls information. Perhaps it is time to think beyond collecting data, performing analysis and publishing reports or charts.Interestingly, the most recent updates to AACE recommended practices are revised to include more granular definitions of deliverables.What if there were much better definition of deliverables? And what if those deliverables could be chronologically mapped; showing internal and external dependencies – all in a stage gated environment? This paper will focus on how to improve project controls reliability using project execution processes for engineering, procurement, construction, and commissioning. Project execution processes qualitatively prescribe criteria required to earn progress. Subsequently, this yields improved reliability of progress data collected, which subsequently results in increased reliability of project controls analysis and reporting.