This is a list of abstracts from which the final program will be created.
The abstracts are listed according to subject category as follows
(SUBJECT TO CHANGE):
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| ADVERSE CONDITIONS (ADV) |
| (ADV-1185) Time-Profit Trade-Off on Construction Projects Under Extreme Weather Conditions |
Primary Author: Dr Ahmed Senouci Qatar University Qatar
Co-author(s):Dr Saleh Altayeb Mubarak Qatar University Qatar
Audience Focus: Intermediate
Abstract: Minimizing the duration and maximizing the profitability of construction projects in extreme weather regions are two vital objectives that often determine the project success or failure. In order to optimize these two important objectives, construction planners need to analyze and optimize their resource utilization decisions and selections taking into account the impact of extreme weather conditions. These decisions, which include choosing the project’s starting date and methods for crashing activities, will ultimately determine the time, cost, and profit of the construction project. This paper presents a mathematical model that optimizes project duration and profit under extreme weather conditions including extremely hot/cold temperature and seasonal phenomena such as hurricanes, monsoon, and sand storms. In order to optimize the project duration and profit, the model optimizes the resource utilization of the project activities as well as the project start date. The paper discusses the model formulation to identify decision variables and the optimization objectives for this construction scheduling problem. The paper also discusses the model implementation using three modules (scheduling, project profit computation, and multi-objective genetic algorithm). An illustrative construction project is analyzed to demonstrate the use of the model and its capabilities in generating and visualizing optimal trade-offs between construction time and profit for construction projects under extreme weather conditions.
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| BUILDING INFORMATION MODELING (BIM) |
| (BIM-1161) Total Cost for Multi-Unit residential buildings using BIM Modeling, Life Cycle Cost and Energy Analysis |
Primary Author: Mr. Guillermo Salazar Worcester Polytechnic Inst USA
Co-author(s): Ms Nakisa Alborzfard Worcester Polytechnic Institute USA; Mr Sergio Alvarez Worcester Polytechnic Institute USA
Audience Focus: Advanced
Abstract: Buildings are significant contributors to consumption of resources. The concept of a Green Building has received an increased attention due primarily to LEED certification. However the economic benefits of many of these buildings are not realized until several years after their construction and operation. This paper presents an approach using Building Information Modeling (BIM) tools combined with a framework for life cycle cost assessment to determine the long term benefits of sustainability features of multi-unit residential buildings. This paper examines in detail the factors that should be considered to efficiently model the building envelope in conducting energy analysis for the various system components and materials. The impact of key design decisions are assessed in terms of performance and total cost. A case study is presented using information gathered for a LEED-Gold certified dormitory building of a higher education institution located in the United States.
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| CLAIMS AND DISPUTE RESOLUTION (CDR) |
| (CDR-1117) An Introduction to Dispute Boards And All of Their Forms |
Primary Author: Mr James Charles Perry PS Consulting France
Audience Focus: Intermediate
Abstract: The focus would be to review the workings of an alternative dispute resolution mechanism known generally as a Dispute Board. Dispute Boards are a form of adjudication, with the panel of experts named at the outset of the project. The Board visits site at regularly, and keep current on the project, even when there are no formal disputes.
The paper would cover their historical beginnings in the Americas, through their adoption by FIDIC in their standard forms of contract in 1999, and later by many multilateral development banks and international finance institutions, notably through the promulgation of the FIDIC MDB version of its Construction Contract issued first in 2005, and also through the publication and promulgation of the ICC Dispute Board Rules in 2004.
The paper would then describe the operation of the various types of FIDIC and ICC rules, and explain the use of boards in a geographical and legal context. The mechanics of operation would be covered and the advantages of the systems, especially the form which allows advisory opinions will be developed.
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| (CDR-1187) Concurrent Delay: England and Wales in comparison to the legal position within the UAE |
Primary Author: Mr Michael C. Stokes Navigant Consulting (Europe) Ltd Dubai Branch United Arab Emirates
Co-author(s): Mr. Samuel Widdowson Navigant Consulting (Europe) Ltd Dubai Branch United Arab Emirates
Audience Focus: Intermediate
Abstract: The objective of the session would be to review the current legal position on concurrent delay in common law jurisdictions such as England and Wales and to then compare that with the legal position within the UAE. A particular emphasis will be on the potential tension between the law and the employers ability to deduct damages for delay whilst on one view continuing to prevent the contractor from completing any sooner. The pertinent question or proposition for the session therefore being if the contractor is in culpable delay but is effectively prevented from implementing mitigation measures to reduce its liability to damages for delay as a result of employer event(s) under those circumstances would the UAE civil code allow the employer to deduct damages for delay and/or what alternative remedies exist?
Attendees will learn the following
- What is meant by the term concurrent delay.
- How concurrency is currently dealt with in common law jurisdictions such as England and Wales.
- How the laws of the UAE (civil code and Sharia) affect the way that one should deal with concurrency.
- How concurrency can be identified and dealt with in the context of a project executed within the UAE.
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| (CDR-1188) AACE's RP-FSA Points to a Missing Method in the SCLs DDP |
Primary Author: Mr Mark F Nagata PSP Trauner Consulting Services, Inc. USA
Audience Focus: Intermediate
Abstract: The two best-known publications in the construction industry that identify and describe forensic schedule (programme) analysis methods are the AACE Internationals Recommended Practice No. 29R-03 for Forensic Schedule Analysis (RP-FSA) and The Society of Construction Laws Delay and Disruption Protocol (DDP). AACEIs RP-FSA identifies five basic forensic schedule analysis methods, but does not identify a preferred method. The DDP identifies only four of the basic methods, and states that the Retrospective Time Impact Analysis is the best technique for determining the time extension that a contractor should be granted due to an owners delay. Inexplicable, the DDP omits the widely-accepted contemporaneous method (MIPs 3.3, 3.4, and 3.5 from the RP-FSA, also called the Contemporaneous Period Analysis, Contemporaneous Schedule Analysis, or Windows Analysis), which American courts consider to be the most accurate method for performing a retrospective delay analysis. This paper and presentation will identify the five basic methods, describe their strengths and weaknesses, and demonstrate why the contemporaneous method, which was omitted by the DDP, should be considered the most accurate forensic schedule analysis method.
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| COST AND SCHEDULE CONTROL (CSC) |
| (CSC-1109) Real-Time Cost Control Model for Earthwork at Remote Areas |
Primary Author: Dr. Wael El Ghandour P.Eng. CIMS Ltd. Canada
Co-author(s):Dr. Ashraf Essam El-Assaly P.Eng. CIMS Ltd. Canada
Audience Focus: Advanced
Abstract: The cost control system plays an important role in the assessment of the project performance in the construction industry. Real-time cost control can be used to more effectively visualize, plan, and manage construction operations cost during their execution. As well, to increase the accuracy of the cash flow outlook table. Having real-time cost control for earthworks at remote areas could help decision makers in getting better understanding of the actual cost and enhance their abilities to better anticipate the future costs.
This paper presents a new cost control algorithm that uses the image processing techniques to do real-time data processing for earthworks at remote-area projects. It discusses the principles of this technology, and proposes a new methodology to collect data for earthworks activities using digital cameras. One of the main significances of this method is the ability to perform quantitative analysis to remote-areas earthworks, where the calculations could be performed automatically to save time and to limit operator bias.
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| PROFESSIONAL DEVELOPMENT (DEV) |
| (DEV-1175) Cost of Ethics in Total Cost Management |
Primary Author: Mr Marimuthu Manivarma Dutco McConnell Dowell ME LLC United Arab Emirates
Audience Focus: Advanced
Abstract: Today's businesses operate in a very competitive environment, where goals for growth and success are getting increasing difficult. This paper describes about the ethical approach in business and the accepted code of conduct, which can be used as a guideline for business to benefit from the opportunities without crossing the limits. Ethics as a value addition is discussed along with a corollary between the "Cost of Ethics" and the "Cost of Quality". The author conceives Ethics as a evolving discipline, just as Quality and Safety, which have evolved in the last few decades to become mainstream disciplines.
As the gray area remains between business competitiveness and ethics, there is a growing need for international institutions to act and establish relevant ethical codes and standards, which are universally acceptable. Ethics as a discipline, if regulated with statutory requirements will bring a sea-change in modern business, similar to the way regulations and standards helped the quality and safety disciplines to evolve and establish.
This paper also focuses on how to do business with an ethical approach and still remain competitive.
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| ESTIMATING (EST) |
| (EST-1146) Element Affecting Productivity and its Relationships |
Primary Author: Mr Mahendra Pal Bhatia Jacobs Canada Inc Canada
Audience Focus: Intermediate
Abstract: Site labour productivity factors are one of the most subjective issues as it relates to the affect on construction work-hours. There are perhaps as many opinions as there are estimators. This paper reflects the collection of data over many projects and has been bench marked to a reasonable measurement of productivity factors. The presentation reflects the collection of data and analysis undertaken by the presenter.
There are fifteen (15) elements that affect the productivity at site. They range from site conditions, type of plant, availability of experience and skilled craft labour, technical documents, and clients interface amongst others.
Some elements are compounding whilst others are additive. These factors do not all have the same effect but nevertheless they all play an equally important role in affecting productivity factors.
The presentation reflects the opinion of the writer, and will leave to the judgement of the end users to establish there own data base and bench mark against the actual data from the projects they have been involved.
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| EARNED VALUE MANAGEMENT (EVM) |
| (EVM-1148) EVM for the Rest of Us |
Primary Author: Ms Neely Hemassi EcoSys USA
Audience Focus: Intermediate
Abstract: Too often, Earned Value Management (EVM) holds the stigma of being overly complex and burdensome to implement in a useful way. This perception can hinder organizations adoption of EVM, and they miss the opportunity to more effectively measure, forecast, and ultimately improve project performance.
This session discusses best practices in implementing a simple yet robust earned value management solution for organizations that can benefit from progress measurement and the ability to forecast cost performance, but don't need to comply with more stringent standards (e.g. ANSI 748) and shouldn’t undertake the overhead of doing so. Using customer case studies, we'll discuss topics including the integration of required data, creating a fit with organization culture and processes, developing key performance indicators (KPIs) and metrics, application of rules of credit, updating of percent complete, and automated EV reporting.
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| (EVM-1179) "Real Time" Performance Reporting Using Earned Value for the Mining Sector |
Primary Author: Dr Paul D Giammalvo CCE PTMC/APMX Indonesia
Audience Focus: Advanced
Abstract: This paper tracks the 7 year experience of using Earned Value Management for a major copper and gold mining company in Indonesia.
What is unique about this application is the company has projectized what is normally operations (construction of drawpoints for block caving method) and using mobile technology, and a web based dashboard, is able to generate real time reports 3 times per day, 7 days per week using earned value, with two hours after the close of each shift.
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| IT/IM IN PROJECT AND COST MANAGEMENT (IT) |
| (IT-1126) Successfully Implementing Project Controls Systems - A Case Study |
Primary Author: Mr Devdas K Tamboli CCE Kahramaa Qatar Electricity and Water Authority Qatar
Co-author(s): Ms Julie K Owen CCC PSP Los Angeles Metropolitan Transportation Authority USA
Audience Focus: Basic
Abstract: The global economic crisis has transformed into an organizational focus of delivering management value for capital project performance. This important role often times requires the adoption of new technologies for improved project and organizational performance especially when delivering project portfolios. Implementing new technology or processes is not easy there are many challenges such as lack of institutional standards, unavailable resources, human factors, and resistance to change that may include fear of failure, organizational culture, and uncertainty about the end results.
This presentation will depict how project controls process changes can be successful if strategic approaches are adopted results measured, and implementation strategies developed to drive results. Recommendations for change management strategies will be offered including defining goals, spreading awareness, managing implementation methodologies, obtaining buy-in, and running process improvement. Several case studies involving project controls systems implementations we will be discussed from institutional, private, and public sectors to support the hypothesis.
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| OWNER ISSUES (OWN) |
| (OWN-1135) Owners: What to Look for in Contractors Project Control Capability |
Primary Author: Mr. Stephen L. Cabano Pathfinder LLC USA
Co-author(s): Mr Paul G Williams Pathfinder, LLC USA
Audience Focus: Intermediate
Abstract: As the world marketplace in the process industry heats up, Owners will rely more and more on Contractors to provide accurate, timely, and value-added Project Control information so Owners can manage the overall project function. This cannot and will not occur unless Owners define and mandate what is required by the Owner to effectively execute the Project Control function. This includes defining (in the Request For Proposal) the reporting requirements down to specific deliverables, the reporting sequence, forecasting requirements, etc. The Owner needs to evaluate the Contractors capability to deliver these requirements during the bidding process and include them in the final contract. Although not the main or only evaluation criteria, Owners need to determine if the Contractor has the capability to deliver on these requirements. The Owner also needs to mandate that these requirements are delivered during execution without exception or excuses. This paper will provide guidance for the above and convey realistic rules of the road to assure effective Contractor/Owner collaboration.
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| (OWN-1174) A Framework for Life Cycle Cost Analysis of Sustainability Features in Buildings |
Primary Author: Ms Nakisa Alborzfard Worcester Polytechnic Institute USA
Audience Focus: Advanced
Abstract: Sustainability has been heightened to a new level of importance, due to the current global race for commodities and conservation of our environment. Buildings are of particular interest since they are significant contributors to consumption of resources. Since the inception of the LEED (Leadership in Energy and Environmental Design) rating system, there has been a constant increase in the number of LEED certified buildings green buildings. Do green buildings truly provide financial benefits? What framework needs to be in place and followed to gauge these benefits?
This paper focuses on the creation of a framework for the life cycle cost assessment of sustainability features in the areas of mechanical, electrical, and plumbing components further subdivided into green and non-green base construction, consumption, operations and maintenance costs to generate percent savings or percent added cost. The findings of the research were also compared to leading researchers in the field of costs of building green. A case study was researched based on a recently designed and constructed dormitory, awarded LEED Gold Certification, of a major higher education institution.
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| PROJECT MANAGEMENT (PM) |
| CANCELLED - (PM-1128) Project controls support to project management and strategic decision making |
Primary Author: Dr Mohamed E El-Mehalawi FaithfulGould USA
Audience Focus: Advanced
Abstract: A successful project controls is always capable of informing project management of where the project is and where the project is going in the future. Current project controls technologies are capable of supporting strategic decision making on the level of a mega project or a set of concurrent projects. Cost controls, scheduling, risk management, and knowledge management are the elements of project controls used to support both strategic management project management. The assessment of the performances of general contractors and subcontractors determine the impact on project objectives. Cost and schedule risk analyses, schedule acceleration, and accurate forecast are a few tools that support strategic planning and decision making for mega projects. Moving project controls from individual projects into enterprise systems allows the organization to manage the whole portfolio of projects. That leads to supporting strategic decision making on management of capital, project selection and resource optimization. The paper explains the kinds of project controls information and the level of details that are needed to support both strategic management and project management.
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| (PM-1129) Lessons Learned from a Wetlands Restoration Project |
Primary Author: Mr Calvin J Speight Jr CCE Booz Allen Hamilton USA
Audience Focus: Intermediate
Abstract: Megaprojects like power plants often face the risk of disrupting fragile ecosystems. Regulatory bodies have the authority to insist that remediation be a component of the permitting process. While serving as a cost engineer at a nuclear power plant, the author supported marine mitigation projects, including a wetlands restoration. While maintaining the anonymity of the location, this paper will discuss the work breakdown structure of the project and reveal techniques applicable to nuclear plants, as well as watershed management projects around the world. Part one will discuss the regulatory justification and challenges. Part two will discuss economic analysis and estimation procedures used. Part three will review cost and schedule control. Finally, metrics for success will be recommended for this unique class of project.
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| (PM-1140) Leveraging Technology and Value Improving Practices to Improve Project Performance |
Primary Author: Mr Abdirahman M Abdi PE EVP PSP Saudi Aramco Saudi Arabia
Audience Focus: Advanced
Abstract: Benchmarking studies and construction industry research have proven that Value Improving Practices (VIP) improve project performance with regard to cost, quality, safety, and schedule control. However, successful implementations of these practices on projects not only depend on a project management organizations commitment to utilize them but also on the practices perceived value by the project stakeholders, the tools used for the implementation, and how the practice's activities are scheduled and tracked. Saudi Aramco faced many challenges in controlling the schedule for capital projects and particularly facility startups. Concerted efforts were undertaken to mitigate this problem including the adoption of Industry Best Practices from the various organizations. Since the adoption of these practices, their implementation on Aramco's projects lacked consistency and pro-activeness. Consequently, there was a need to improve the implementation rate and the effectiveness of these practices on capital projects. To accomplish this, Saudi Aramco developed a web-based Value Practices Management System (VPMS) which maps the implementation schedule of VIP against the project schedules. The VPMS makes the practices activities and related tools available for the key stakeholders in a time-phased, task-oriented approach. The system creates a platform for project stakeholders to collaborate.
This paper presents the VPMS as an enabling tool that equips Project Engineers to perform certain tasks preemptively. A case study in Saudi Aramco to substantiate the benefits will be used. In this case, the rate for Planning for Startup was increased from approximately 15% annually to above 90% for the projects in which Planning for Startup was recommended. As a result, a quicker return on investment is destined aside from increasing the likelihood of delivering the project on schedule and within budget. With the current demographics of project managements workforce, especially with the evermore increasing numbers of generation Z in the workforce, leveraging todays technology by deploying automated tools will improve the effectiveness and efficiency of best practices implementations along with the perceived value of those practices. This will undoubtedly enable organizations to have a predictable outcome on project performance, particularly on schedule and cost performance for capital projects.
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| (PM-1157) Most factors affecting progress of EPC projects- resulted from Engineering effort |
Primary Author: Mr Ahmed Khairi Ali Mohamed PMP CCE ASTAD PROJECT MANAGEMENT Qatar
Audience Focus: Intermediate
Abstract: The purpose of EPC Lump sum contract is to provide Engineering, Procurement & Construction of the project components details, the EPC contracts for building projects require extensive knowledge and expertise. The Total Cost Management (TCM) is the effective application of professional and technical expertise to plan and control resources, costs, profitability and risk. Lack of vision of the objective of the TCM process impedes integration because failure to understand how all the resources come together in a project risks, project performance and/or quality. Effective integration then is the dynamic combination of process, competency and resources.
Due to lack of vision of the cost engineering skills& knowledge generates the most factors affecting the progress of the EPC projects resulted from the engineering effort which will be presented, analyzed and discussed. Moreover, the recommendation for how to increase or to keep the progress of the project by using the TCM process model PDCA (Plan, Do, Check and Assess) through which all the skills and knowledge of cost engineering are applied integrally Schedule delay and Cost overrun are the fundamental results which affecting the progress by the most factors on which it is based. The six factors are presented and identified to include Soil and Ground conditions, Existing utilities under or above the ground surface, Obtaining all authorization licenses& permits, Design subcontractor scope of work and liability, Constructability analysis and Value engineering, and Variations/Claims. The six factors are analyzed and discussed, then recommendation to increase or to keep the progress of the EPC projects by presenting the benefits of applying the PDCA process model integrally for the management areas (Scope, Time, Cost, Quality, Resources, Communications and Risk).
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| (PM-1196) Modelling Productivity Loss on Design-Bid-Build Projects Using System Dynamics |
Primary Author: Mr Stephen P Warhoe PE CCE CFCC SP Warhoe LLC USA
Audience Focus: Intermediate
Abstract: Identifying the cause and effect dynamics that result in productivity loss when scope changes are introduced on construction projects has been a topic of discussion and debate for several years.
Managing projects consists of a complex and integrated array of decisions, actions, and communications necessary to complete projects successfully. A project is a system requiring fully functioning processes and procedures, tools and resources, and when any of these aspects are not working efficiently, resulting especially from unanticipated changes, a cascade of problems can and does occur. When changes are introduced during construction work execution, specifically on a project delivered using the design-bid-build delivery method (DBB); individually and cumulatively, these changes can dramatically affect project performance and outcome.
From the results of system dynamic modelling, it is theorized that a construction contractor’s ultimate productivity impacts can be calculated based on several causal influences and the feedback loops that create them. For many years, system dynamics modeling has been successfully used to model design-build projects to simulate productivity loss on projects resulting from rework caused by deficient design and owner caused changes.
Identifying and quantifying the cause and effect relationships between changes in order to mitigate or avoid their impact is vitally important to the construction industry.
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| PLANNING AND SCHEDULING (PS) |
| (PS-1108) Understanding P6 Dates |
Primary Author: Mr. Ronald M Winter PSP Ron Winter Consulting LLC USA
Audience Focus: Advanced
Abstract: Primavera’s P6 schedule software has more different kinds of useable dates than any other software in existence. The new date fields and their calculation methods have started intense discussions and caused some misunderstanding in the scheduling community. The sheer number of different date fields can be a benefit or a curse to the scheduler depending on mastery of how they should be used. Every scheduler should clearly understand the software’s methods of calculation to use this powerful tool at its full capacity. This paper will describe the P6 date fields, their uses and the underlying calculations. (It is based upon an earlier paper presented in 2009 with updated information developed over the past three years.)
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| (PS-1133) New Work Breakdown Structure Approach Using Phased Construction Breakdown Iindex (PCBI) |
Primary Author: Dr. Wael El Ghandour P.Eng. CIMS Ltd. Canada
Audience Focus: Advanced
Abstract: Work Breakdown Structure (WBS) is an essential tool in construction management for clarifying the work and communicating the scope among different stakeholders. It is one of the major tools for integration management and the backbone for all project functions and phases systems. Phased mega construction projects are new type of large scale investment projects that need unique WBS approach to capture different timings of same project construction activities within same geographical areas. This paper introduces a new approach for structuring WBS based on the Phased Construction Breakdown Index (PCBI) concept. This new approach is a framework balancing the required quality and functionality of WBS with unique parameters of this type of projects. It is also drive the whole project including engineering and procurement functions to meet construction dates at the early stages of the project. It is allowing a smooth exchange of information among project functions within phasing concept.
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| (PS-1163) Importance of Float Management in Contractor's EOT |
Primary Author: Mr Emre Bayrak United Arab Emirates
Audience Focus: Intermediate
Abstract: The float allocation and its accurate usage is key point for success of contractors EOT claims. This issue has been discussed in two sections.
In the first part of study, a forensic analysis for a specific period has been introduced to demonstrate the impacts of different risk assumptions where delay events and accelerations are retrospectively simulated on contractors contract and internal programme, by using time impact analysis method in a case high-rise building.
Analysis results indicate that no matter activity durations are increased by risk allocations or manipulation of contractor, float allocation and contingencies at activity durations may change the nature of Contractors EOT claims. Such changes may result in changes in the quantification of delay analysis, may affect the validity of previous EOT claims and may eliminate the right of valid EOT claims in future.
The second part of study, a methodology is proposed to qualitative contractors own risks assumptions considering and analyzing the circumstances of case project. The application of proposed methodology may guide contractor while managing and allocation of his float and minimizing the impact of mismanaged float to the validity of EOT claims.
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| (PS-1186) Development of Master Schedule for Karachi Circular Railway Project |
Primary Author: Mr Ghulam Mujtaba Shaikh PE, PMP AAA Partnership Pakistan
Audience Focus: Intermediate
Abstract: Planning and scheduling a mass transit system is a big task to begin with. Dividing tens of kilometers of alignment going through areas of different topography, population density, access, and infrastructure availability to meet project requirements can be a real challenge. This challenge further grows when working in environments with limited resource and additional constraints to consider in the project schedule.
This paper describes the logic, methodology, constraints, and variables behind putting together the master schedule for Karachi Circular Railway (KCR) - country's first mass transit system. The paper discusses in detail the issues related to ROW, stakeholder requirements, construction sequence, time constraints, etc., and that how these are incorporated into the schedule. The paper also shares the actual schedule developed for the KCR project and current progress to date.
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| (PS-1437) Living with P6 Databases |
Primary Author: Mr. Ronald M Winter PSP Ron Winter Consulting LLC USA
Audience Focus: Intermediate
Abstract: An Oracle/Primavera P6™ Scheduler is required to know much more than just how to schedule; he or she must plan, maintain, and repair the database. P6 software is best suited to large corporations with a dedicated, trained IT support staff. The P6 administrator’s manual is clearly written to communicate with these people who only need to be told what to do, not how to do it. What is missing is the detailed instructions needed by the P6 stand-alone scheduler who does not have an IT support staff.
This paper explains what a database server is and the basics of what a P6 stand-alone user needs to know to keep their CPM scheduling platform up and running. It covers database types, checking the database size, backing-up your schedules and database, differences between databases, creating a second database, and configuring a database. We will attempt to describe these issues and solutions for both Oracle Express as well as MS SQL Express database servers. Issues solely involving P6 installations running the full-blown database servers with trained IT personnel will not be covered in this paper.
Other than providing customer service for registered users of his P6 add-on software, the author does not commercially provide services described in this paper and is in no way commercially affiliated with companies that do so.
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| DECISION AND RISK MANAGEMENT (RISK) |
| (RISK-1147) Analytical Program Management Using the Dice Tool |
Primary Author: Eric Druker Booz Allen Hamilton USA
Co-author(s):Graham Gilmer Booz Allen Hamilton USA
Audience Focus: Advanced
Abstract: Recognizing the need to ensure that results from cost and schedule risk analysis are compatible, agencies, such as NASA, have recently implemented policy requiring the integration of these two, formerly separate, practices. Performing integrated cost and schedule risk analysis ensures that the budget, schedule and risk management communicate and work as a team and results in the creation of higher quality cost estimates, schedules and risk mitigation postures.
Recently, in response to the NASA's policy that cost and schedule risk analyses must be integrated, Booz Allen Hamilton identified the need for and developed a comprehensive model to further enable this technique. Constructed on an Adobe Flex platform and based off the firms Integrated Cost and Schedule Risk Methodology, Dice is customized to program needs for answering the challenging questions posed by NASAs mandate. This paper will discuss the process for integrating cost, schedule and risk into one coherent model. It will then continue to discuss how Dice allows cost, schedule, risk and scope trade-off analysis, previously taking weeks, to be performed in minutes.
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| TOTAL COST MANAGEMENT (TCM) |
| (TCM-1183) Strategic Options for Corporate Survival |
Primary Author: Mr Gregory Osagie Akhibi CCC Shell Petroleum Development Company Nigeria
Audience Focus: Intermediate
Abstract: There exist a plethora of thoughts in the field of strategy and strategic management the term STRATEGY has therefore been variously defined by different scholars. The definition and formulation processes of strategy shall be reviewed in this paper to further develop existing frameworks with a view to evolving applicability to the corporate policy formulation processes under the present social, economic and political milieu.
The author opines that Strategic management must be approached in such a way that the organization is flexible enough not only to respond to the dynamics of the market but also to identify trends and design responses adequately in a top-down and bottom-up continuum.
With due consideration of the fluid nature of the environmental factors (including competition) that influence organizations strategies, this paper surmises that a dynamic approach to strategy formulation and implementation is the best approach to attaining the intent of pursuing strategy in the first place. The relevance of strategies needs to be continually assessed to ensure current realities are reflected - Corporate Strategies must be in a dynamic continuum.
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