TCMFramework_SM.gif (5258 bytes)TCM Framework: An Integrated Approach to Portfolio, Program and Project Management
(Rev. 2012-01-09)
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TABLE OF CONTENTS

PREFACE

ACKNOWLEDGMENTS

I. INTRODUCTION TO TOTAL COST MANAGEMENT

    CHAPTER 1—INTRODUCTION

        1.1 Definition of Total Cost Management
        1.2 Purpose and Uses of the TCM Framework: An Integrated Approach to Portfolio, Program and Project Management
        1.3 Organization of the TCM Framework: An Integrated Approach to Portfolio, Program and Project Management
        1.4 Key Introductory Concepts for Total Cost Management

   CHAPTER 2—THE TOTAL COST MANAGEMENT PROCESS MAP

        2.1 Basis of Total Cost Management Processes
        2.2 Total Cost Management Process Map
        2.3 Strategic Asset Management Process Map
        2.4 Project Control Process Map

II. STRATEGIC ASSET MANAGEMENT PROCESS

   CHAPTER 3—STRATEGIC ASSET PLANNING

        3.1 Requirements Elicitation and Analysis
        3.2 Asset Planning
        3.3 Investment Decision Making

   CHAPTER 4—PROJECT IMPLEMENTATION

        4.1 Project Implementation

   CHAPTER 5—STRATEGIC ASSET PERFORMANCE MEASUREMENT

        5.1 Asset Cost Accounting
        5.2 Asset Performance Measurement

   CHAPTER 6—STRATEGIC ASSET PERFORMANCE ASSESSMENT

        6.1 Asset Performance Assessment
        6.2 Asset Change Management
        6.3 Asset Historical Database Management
        6.4 Forensic Performance Assessment

III. PROJECT CONTROL PROCESS

   CHAPTER 7—PROJECT CONTROL PLANNING

        7.1 Project Scope and Execution Strategy Development
        7.2 Schedule Planning and Development
        7.3 Cost Estimating and Budgeting
        7.4 Resource Planning
        7.5 Value Analysis and Engineering
        7.6 Risk Management
        7.7 Procurement Planning

   CHAPTER 8—PROJECT CONTROL PLAN IMPLEMENTATION

        8.1 Project Control Plan Implementation

   CHAPTER 9—PROJECT CONTROL MEASUREMENT

        9.1 Project Cost Accounting
        9.2 Progress and Performance Measurement

   CHAPTER 10—PROJECT CONTROL PERFORMANCE ASSESSMENT

        10.1 Project Performance Assessment
        10.2 Forecasting
        10.3 Change Management
        10.4 Project Historical Database Management

IV. TOTAL COST MANAGEMENT ENABLING PROCESSES

   CHAPTER 11—ENABLING PROCESSES

        11.1 The Enterprise in Society
        11.2 People and Performance Management
        11.3 Information Management
        11.4 Quality and Quality Management
        11.5 Value Management and Value Improving Practices (VIPs)
        11.6 Environment, Health, and Safety Management

FOOTNOTES

APPENDICES

    A—AACE International Recommended Practice No. 11R-88, Required Skills and Knowledge of Cost Engineering

    B—AACE International Membership Information

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