27/7/2016 AACEInternationalMeetings/ConferencesAnnualMeeting2015AnnualMeetingTechnicalProgramAbstractsTOTALCOSTMANAGEMENT(

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TOTALCOSTMANAGEMENT(TCM)
Meetings/Conferences>AnnualMeeting >2015AM>TechnicalProgram>Abstracts

Thefollowingisapoolofpapersandpresentationsfromwhichthefinaltechnicalprogramwillbecreated.

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Theabstractsarelistedaccordingtosubjectcategoryasfollows(SUBJECTTOCHANGE):

(TCM1947)TheTenBestProjectManagementApproachestoAvoidClaimsonYourProject
PrimaryAuthor:MrChristopherWCarsonFAACECEPDRMPPSPARCADIS
CoAuthor:MrGlenRPalmerCFCCPSPGRPalmerConsultingServices
Time/Location:TUE2:003:00/Room305

ThispaperwilldiscussthetenbestProjectManagement(PM)approachesusedtodaythatassistinthepreventionormitigationofclaims.
TheseapproacheswillbeexaminedusingLessonsLearnedfrombothaprojectmanagementandaclaimsperspective.
ClaimsAvoidanceisanoftenusedphraseintheconstructionindustrythatisalmostimpossibletoachieveunlesstheprojectsbeing
executedaretime&materialcontracts.Theauthorsofthispaperhaveseenmanyclaimsfiledwithlittleornoentitlementbasis.Given
thatentitlementisnotnecessarilyadrivingforceinfilingaclaim,thenthatsuggestsavoidingaclaimisalmostcompletelyoutofhands
ofprojectteam.
Thatsaid,thispaperwillconcentrateonthetenprojectmanagementapproachesthatwillputanyprojectteaminthebestpositionto
defendaclaimshouldonebefiledduringprojectexecution.Thesetenapproacheswillbediscussedindescendingorderofimportance,
but the authors believe that all ten approaches are very important to perform on lump sum projects. The authors have more than 75
yearsofexperienceintheengineering/constructionindustries.

(TCM1948)AACEInternationalandCMAAAPerfectTeam

PrimaryAuthor:MrChristopherWCarsonFAACECEPDRMPPSPARCADIS
Time/Location:TUE5:006:00/Room305
While the Construction Manager on a project should be certified as a Certified Construction Manager (CCM) by the Construction
ManagementAssociationofAmerica(CMAA),theProjectControlssupportpersonnelcertifiedinCost,Schedule,andRisk,andtrainedin
AACERecommendedPractices(RP),providetheidealprofessionalservicesnecessarytoplanandmanagetheproject.
Nowhereisthismoreobviousandvitalthanintheearlystagesoftheproject.FromdevelopingCMAAsCostManagementPlanusingthe
RP for Development of Cost Estimate Plans, to providing the Schedule Management Plan using the RPs for Project Planning and
DevelopingtheProjectControlsPlan,tomanagingthedesigndevelopmentstageusingtheRPsforCostEstimateClassificationSystem
andScheduleLevelsofDetail,allProjectControlsaspectsoftheConstructionManagementPlanareprofessionallyfleshedoutthrough
theAACEstechnicalproductsandcertifications.
Twogreatprofessionalassociations,eachhavingearnedthegreatestrespect,areanaturalandperfectfittoworktogether.Theauthor,
activeinbothassociations,demonstratesastrongcasethattheAACEInternationalRecommendedPracticesalignverynicelywiththe
Standards of Practice published by Construction Management Association of America (CMAA) and professionals certified by each
organizationinterfaceperfectly.
ThispaperexaminesthevalueofimplementingtherelevantRPsatthePreDesignandDesignstagesoftheprojectusinglessonslearned
andstudiesthatprovethisvalue.CMAAandAACEInternationalarenaturalpartnersforprojectsuccess.

(TCM1957)OnaMissiontoImproveProjectPerformance
PrimaryAuthor:MsAnitaLynnMannDukeEnergy
CoAuthor(s):MrStevenHolmesDukeEnergy
Time/Location:WED8:009:00/Room305

ThispaperpresentsonecompanysapproachtoimproveprojectperformancebyestablishingaProjectManagementCenterofExcellence
(PMCoE)whosemissionistoestablishaconsistentandscalableprocessleveragingbestpracticestoengagetheprojectmanagement
communitytofocusonthepursuitofprojectexcellence,knowledgesharingandskillsdevelopmentandtoprovidethetraining,toolsand
oversighttoenhanceprojectperformance.
ThePMCoEdevelopedanenterpriseprojectmanagementgovernanceframeworkwhichisbasedontheAACEInternationalTotalCost
Management, Recommended Practices, and the Project Management Institutes (PMI) Project Management Body of Knowledge
(PMBOK).Developingaframeworkofrequirementstoencompassalltypesofprojectsforthecompanysdiverseprojectportfolioallows
theenterprisetomaintainconsistency.Theframeworkwasalsodesignedtoflowdowntodepartmentspecificimplementationstandards

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27/7/2016 AACEInternationalMeetings/ConferencesAnnualMeeting2015AnnualMeetingTechnicalProgramAbstractsTOTALCOSTMANAGEMENT(
inorderforallsizesofprojectstobeflexible.Thispaperwillfocusontheprojectrankingprocess,holdpointsandauthorizations,andthe
integrationofcostestimatesandschedulesasprojectscopematuresalongitslifecycle.

(TCM2033)TheProjectControlsReadinessIndex

PrimaryAuthor:MrHLanceStephensonCCPEnbridgePipelineInc.
Time/Location:CANCELLED
While there are many contributors to the success or failure of a project, the author focuses on the need for improved preparation of
Project Controls activities prior to entering into the execution phase of the Project. The outcome for improved preparation is the
developmentoftheProjectControlsReadinessIndex(PCRI),atoolthatcanbeusedtoassistprojectteamsandtheirorganizationsin
determining their state of preparedness prior to appropriation. The PCRI will substantiate the technical adherence to Total Cost
Management and provide the project team with an effective tool for developing or enhancing the project controls systems (people,
processes,toolsandgovernance),whilestrengtheningthedeliveryoftheexecutionphaseoftheirprojects.
The Project Controls Readiness Index is a weighted index that establishes the state of readiness for each element within the Project
Controlsdevelopmentandsurveillanceenvelope.ThispaperwillprovidetheaudiencewiththeopportunitytointroducethePCRIintotheir
organization.

(TCM2097)(PresentationOnly)ExcellenceinProjectManagement
PrimaryAuthor:DrNickLavingiaPEProjectManagementConsultant
Time/Location:TUE11:0012:00/Room305

Industrybenchmarkinghasshownabiggapincost,scheduleandoperabilitybetweenbestandworstprojectswithamajorimpactonthe
total cost of ownership over the life of the asset. In today's competitive business environment this can mean a difference between a
profitablecompanyandtheonethatbecomesatakeovertarget.
Thispresentationwillfocuson:
1.Project Management's Impact on the Bottom Line of the company to improve Return on Capital Employed (ROCE) and Total
ShareholderReturn(TSR).
2.Project Development & Execution Process that enables effective communication between Decision Makers, Multifunctional Project
TeamandStakeholders.
3.ValueImprovingandBestPracticesthatoptimizeCost,ScheduleandOperabilityofaproject.
4.TotalCostManagementtoolstoPlan,Schedule,Estimate,MonitorandReportprojectprogress.

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