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| Abstracts presented from the Women in Project Controls at the 2009 Annual Meeting |
(CDR.08)
Window Analysis in a Crunch
Primary Author: Mr. Jeffery L. Ottesen PE PSP CFCC Alta Cascade Inc
Co-author(s): Dr Anamaria I Popescu PE CPM Consulting Inc
Audience Skill Level: Intermediate
Abstract:
Have you ever had an impossible deadline imposed by a client unaware of
the effort it takes to perform a detailed schedule analysis? Well, we
did; the client gave us a week! This paper will show you how to
streamline a Windows Analysis when you are under the gun and forced to
deliver something fast. Although insufficient for formal testimony, the
streamlined method we demonstrate excels by providing preliminary
results on key issues to stop a claim before formal litigation arises.
In a specific case scenario, we compare and contrast a typical Window
Analysis with the abbreviated version employed, and present pros and
cons to the shortcut method employed. Under the right circumstances,
this shortcut makes the impossible, plausible and can save all involved
parties significant costs.
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(CSC.02) Total Float Distribution: A SANE Way to Manage Schedule Contingency
Primary Author: Dr. Anamaria I Popescu PE CPM Consulting Inc
Audience Skill Level: Intermediate
Abstract:
CPM based analysis was first proposed in the 1950’s, but not used in
claims analysis until the late 1970’s. Float ownership debates and
contractual modifications began about a decade after that. “Solutions”
designed to overcome the inherent problems with float apportionment,
unfortunately, have done more harm than good. In fact, numerous claims
have cited these float management techniques as contributing factors.
For years in the United States, float has generally been distributed
among stakeholders on a “first come first served” basis, but with
generally poor outcomes. In Canada, the contractor is considered to own
the float. But what happens if the contractor expends all the float?
A more recent development is the use of critical chain scheduling (CCS).
This methodology has its own problems, including implementation issues.
In this paper we describe a new approach that distributes float in an
objective manner to the activities that have a greater tendency to
experience delays. This approach also complements project level
contingency management. The procedure of float distribution is described
in detail, then illustrated with a case study. |
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(OWN.S02) Challenges in Reporting Project Costs and Risks to Owner Decisionmakers
Primary Author: Ms Alexia A Nalewaik CCE
Co-Author(s): Mr Jeffrey Witt Moss Adams LLP
Audience Skill Level: Intermediate
Abstract:
Owners rely on project reports in order to make decisions. However, reporting is
often inadequate for this purpose. For example, there may be too much or too
little information, which confuses the Board or executives. Data may be
misrepresented, incomplete, unreconciled, not validated, or simply inaccurate.
Owner oversight of projects requires accurate, timely, and relevant status
reporting, yet all too often it is not provided.
This paper identifies common pitfalls in project reporting, discusses the
differences between accounting and project management software capabilities, and
provides guidelines for developing periodic, consistent, useful reports to upper
management. |
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(PS.01) AACE Recommended Practices 49R-06 "Identifying the Critical Path" & 26R-03 "Scheduling Specification Models"
Primary Author: Ms. Hannah E Schumacher Kitchell Contractors
Co-author(s): Mr. Timothy T Calvey PE PSP Calvey Consulting. LLC
Audience Skill Level: Basic
Abstract:
This Session will be a presentation and open discussion on New Scheduling
Recommend Practices RP 49R-06 "Identifying the Critical Path" & RP 26R-03
"Scheduling Specification Models".
RP 49R-06 defines the various accepted methods for determining the critical
path. It focuses on the types of analyses and the limitations of each in
identifying the critical path of network schedules. The RP provides guidelines
for the project scheduler to review a network and determine the critical path
and to understand the limitations and assumptions involved in a critical path
assessment as part of the Total Cost Management (TCM) project planning,
scheduling forecasting, and change management processes.
RP 26R-03 is a comprehensive collection of scheduling specifications and has
received numerous peer review comments that need to be addressed. This session
will review the guidelines and provide an explanation for recommendations made. |
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(PS.13) Schedule Collaboration on Mars Science Laboratory with Multi-Users and Tools
Primary Author: Ms. Julie K Owen PSP CCC Jet Propulsion Laboratory
Co-Author: Mr. Thomas Barnhart Lockheed Martin Space Systems
Audience Skill Level: Intermediate
Abstract:
NASA’s Jet Propulsion Laboratory (JPL) is a non-profit enterprise operated by
the California Institute of Technology (Caltech). JPL is a key NASA center
specializing, among other things, in robotic exploration of space. JPL is known
worldwide for delivering unprecedented space missions. JPL delivers these
amazing products by leveraging world class capabilities in science, engineering,
and technology and utilizing their highly skilled in-house workforce and
strategic partners. Because of the anticipated size and complexity of the
project, early on the decision was made to implement Primavera Enterprise for
schedule management. This enabled multi-user scheduling using multiple tools and
it leveraged limited resources. This following paper outlines how the scheduling
implementation occurred, including data integration and validation with how-to
tips and tricks for collaborating with Primavera, P6, and Microsoft Project, MSP
2003. |
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