27/7/2016

AACEInternationalMeetings/ConferencesAnnualMeeting2016AnnualMeetingTechnicalProgramAbstractsPROJECTMANAGEMENT(PM)
FAQs|SearchSite|Forums|ContactUs|OnlineStore|Login|

PROJECTMANAGEMENT(PM)
Meetings/Conferences>AnnualMeeting >2016AM>TechnicalProgram>Abstracts

(PM2116)(PresentationOnly)ExcellenceinProjectandTotalCostManagement
PrimaryAuthor:DrNickJLavingiaPEProjectManagementConsultant
Time/Location:MON2:003:00/Birchwood(MezzanineLevel)

Advertisements:

Industry benchmarking has shown a big gap in safety, cost, schedule and operability between best and worst projects with a major
impactonthetotalcostofownershipoverthelifeoftheasset.Intodayscompetitivebusinessenvironmentthiscanmeanadifference
betweenaprofitablecompanyandtheonethatbecomesatakeovertarget.
Thispracticalpresentationaddressesmanagementoflimitedandscarcecapitalresourcesforconsistentworldclassprojectperformance.
Participantswillgainanunderstandingof:
Projectmanagement'simpactonthebottomlineofthecompanytoimprovereturnoncapitalemployedandtotalshareholderreturn.
Project development and execution process which enables effective communication between decision makers, multifunctional project
teamandstakeholders.
Projectmanagementbestpracticesthatoptimizesafety,cost,scheduleandoperabilityofproject.
Total cost management tools that address economic analysis, cost estimating, planning/scheduling, benchmarking,
contracting/procurement,performancemeasurement,costcontrol/forecasting,progressreportingandfinance/audit.
(PM2128)TheChaos&ComplexityofMegaProjects
PrimaryAuthor:MrMichaelBensussenUniversityofWashington
Time/Location:MON3:454:45/Birchwood(MezzanineLevel)
Thispaperbeginsbyintroducingtwotopicsthatbearsignificantinfluenceonthedisciplineofprojectmanagementandthevarioussub
disciplines, including planning and cost and schedule analysis. The history of megaproject delivery within the construction industry is
noteworthy and serves as a critical record of the significant accomplishments of todays engineers and builders. However, history has
been subject to great influence by the natural phenomena of chaos and complexity. Chaos theory or the science of unlocking the
knowledgeofhowtoharnesstheseforcesstartsfromthemostbasicplatformasrandomness,unpredictabilityandentropy.Through
examinationofpeerreviewedarticlesandmanagementbestpractice,thispaperwillnotehowchaostheoryandcomplexityplayalarge
roleintheoutcomeoftodaysmostsignificantmegaprojects,whileintroducingmethodsthatmanagersmayusetopositivelyharnessthe
chaoticforcesatplay.
(PM2194)MitigatingtheRisksofBusinessDecisionsonComplexProjects
PrimaryAuthor:MrFrankParthProjectAuditorsLLC
Time/Location:MON11:1512:15/Chestnut(MezzanineLevel)
All projects are subject to influences by the organization the project is being done for, from internal IT projects to bet the company
projectstolargemegaprojects.Therehasbeenasignificantamountofresearchonhowtoidentifythebusinessdecisionsthathavethe
greatest impact on project success and how to mitigate the risks created by them. This paper will summarize the research, provide
examplesonwhatmajororganizationsaredoing,andidentifyhowboththeFrontEndLoading(FEL)approachandtheProjectDefinition
RatingIndex(PDRI)canbeusedtoidentifytheimpactsoftheearlybusinessdecisionsonprojectsuccess.Thepaperwilloffersolutions
in the areas of project planning, procurement and contracting, developing the management organization, data identification and
management,andbetterriskmanagementpractices.
(PM2204)CanYourProjectsOrganizationBeAgile?
PrimaryAuthor:MrJosephA.LukasPECCPPMCentersUSA
Time/Location:MON5:006:00/Birchwood(MezzanineLevel)
Agileisagroupofprojectmethodologiesbasedoniterativedevelopment,whererequirementsandsolutionsevolvethroughcollaboration
by selfmanaging, crossfunctional teams. Agile has been effectively used with custom software and product development projects.
Unfortunately,basedonthissuccess,themanagementinsomecompaniesisadvocatingtheuseofagileonconstructionprojects.
ThispaperwilldescribetheAgileManifestoandtheguidingprinciplesforagileuse.Thedifferencesbetweenagileandwaterfalllifecycles
willbeexplained,alongwithrecommendationsonwhentouseeachlifecyclemodel.Planningandteamorganizationonagileprojectswill
be discussed, along with two of the more popular agile methodologies, which are Scrum and Kanban. Even though an agile life cycle
modelisnotappropriateforconstructionprojects,this paper will explain how to successfully utilize specific agile tools and techniques
thatcanaddvalue.

http://www.aacei.org/am/2016/PM.shtml

1/3

27/7/2016

AACEInternationalMeetings/ConferencesAnnualMeeting2016AnnualMeetingTechnicalProgramAbstractsPROJECTMANAGEMENT(PM)

(PM2205)ApplyingtheSevenBasicQualityToolstoYourProjects
PrimaryAuthor:MrJosephA.LukasPECCPPMCentersUSA
Time/Location:MON10:0011:00/Birchwood(MezzanineLevel)
Acommonlyuseddefinitionofqualityisconformanceofadeliverablewithrequirementsandexpectations.Thispaperwillelaborateon
thisdefinitionandexplainhowitappliestocostandschedulemanagementonprojects.Thesevenbasictoolsforqualitycontroloftotal
costmanagementwillbedescribed.Thesetoolsarecauseandeffectdiagrams,checksheets,histograms,scatterdiagrams,flowcharts,
Paretochartsandcontrolcharts.Specificexamplesshowinghowtoapplythesesevenqualitytoolstocostandschedulemanagement
workonprojectswillbedemonstrated.Threeotherusefulqualitycontroltoolsforcefieldanalysis,benchmarkingandsamplingwillbe
reviewed.Thispaperwillshowyouhowafocusontotalcostmanagementqualitycanimprovethesuccessofyourprojects.
(PM2222)UncertaintyManagementinMegaprojects:SystemsApproach
PrimaryAuthor:MrRahulSMulikCCPFluorMideast
Time/Location:SUN4:305:30/Birchwood(MezzanineLevel)
Megaprojects are growing exponentially in scale and complexity, while their time and cost constraints are becoming stricter. They
developasmetaorganizationscomprisingmultiplelegallyautonomousentities,procuredtemporarilybythemegaprojectownerstowork
together to deliver a strategic asset. At megaprojects, these interdependent interacting entities evolve together as complex adaptive
systems. The megaproject success is an artifact of multiple contextspecific circumstances. Empirical studies show that megaprojects
have a dismal track record because project management practices have not been adjusted to fit the uncertainties they present.
Uncertaintyisasystemicriskwhosenumericalprobabilityofoccurrenceisnotobjectiveorquantitativelydeterminate.Howeveritis
possible to conduct sensitivity analysis of uncertainties, which would permit quantitative results when those uncertainties manifest.
Currentprojectmanagementpracticesapplyonlytoamegaprojectenvironmentofobjectivelyquantifiablerisks.Theuncertaintiesdefy
theirlogicandrequiresystemsapproach.
Thispapercharacterizesmegaprojectsasmetaorganizationsandcomplexadaptivesystems.Itdiscusseshowuncertaintiesthreatenthe
megaprojectperformance,andproposesscenarioanalysisasaqualitativemethodtomanagethoseuncertainties.
(PM2237)ATemplateforEPCProjectManagementandExecution
PrimaryAuthor:MrRichardPHelperPSPRPHConsulting,Ltd.
CoAuthor(s):MrWilliamJMihelichMatrixService
Time/Location:SUN2:453:45/Birchwood(MezzanineLevel)
Cost, Scheduling, Earned Value, WBS, Risk Management, Change Management, KPIs, AACE Recommended Practices there is an
overwhelmingamountofpublishedinformationreadilyavailabletotodaysprojectmanagementprofessionals.Tryingtoimplementallthe
available tools, techniques and practices without a system to organize, choreograph and integrate project execution and management
processeswillnotproduceconsistentresults.Manyorganizationsfacethisproblem.Thispaperwillpresentacasestudyinhowamajor
EPCcontractorcreatedanEPCprojecttemplatefeaturinggraphicalprocessmapsandgatedmilestones.TheprocessesincorporateAACE
RecommendedPracticesaswellotherindustryandcompanypractices.Thispaperwillalsoshowhowsupportingdocumentationsuchas
handbooks,manuals,milestonereviewchecklistsandtrainingprogramsareintegrated,creatingacompleteoperationssystem.TheEPC
Template is the glue that holds all the elements of project execution and management together in an organized, life cycle phased,
collaborativeenvironmentdevelopedusingMicrosoftOfficeandAdobeAcrobatfilesallresidingonaSharePointsite.
(PM2297)SuccessfullyFrontEndLoadingaCondensedScheduleDrivenProject
PrimaryAuthor:MrAlexanderRyndersOlsonAdministrativeControlsManagement,Inc
CoAuthor(s):MrJamesEKrebsPECCPAdministrativeControlsManagement,Inc
Time/Location:MON11:1512:15/Birchwood(MezzanineLevel)
The vast majority of multimillion dollar projects are cost driven. Due to the nature and liability of spending these large amounts of
money, extra special care is given to cost efficiency. Corporations have improved their project development and project management
techniquestostreamlinethesetypesofprojectsformaximumcostefficiency.Everysooftenaprojectcomesalongthatcanbeclassified
ashyperscheduleconstrainedthatrequiresahypercompressedschedule.Whenthishappensthereisimmensepressurebetweenthe
costfirstcultureoftheorganizationandthestrictschedulerequirementsoftheproject.ThiscausesinterestingresultsintheFrontEnd
Loading (FEL) and planning of the project. This presentation offers one example of a hyper schedule constrained project and the FEL
techniquesusedtoachieveasuccessfuloutcome.
(PM2315)UAV/DroneUseinConstruction:CaseStudiesandBestPractices
PrimaryAuthor:MrPaulLevinPSPWPLPublishingCo.Inc.
CoAuthor(s):MrNeilDOpferCCPCEPPSPOpferConstruction&ReviewGroup
Time/Location:TUE5:006:00/ProvincialNorth(2ndLevel)
Unmanned aerial vehicles (UAVs) more commonly referred to as drones have become increasingly popular tools for the construction
industry. This paper explores case studies of the utilization of drones for construction project management and controls. These case
studies include how users of UAVs/drones are applying these tools as force multipliers to assist personnel in construction safety,
inspection, productivity analysis, job progress, energy audits, marketing and other tasks. However, drones themselves pose their own
riskandhazards,suchasmechanical/electricalfailuresturningtheaircraftintoafallingobjectthatcancauseinjuryorpropertydamage.
Therefore, key safety practices such as preflight checks and standoff techniques employed by users of these units, as well as
operationalbestpracticesthatemergefromthecasestudies,willalsobeincludedinthisdiscussion.Finally,thepresentationwillcover
thelatestdevelopmentofFAAdroneregulationsandhowthenewrulesmayimpactconstructionusage.

Membership|Certification|ProfessionalDevelopment|Career/MentoringCenter|ProfessionalResources|Meetings/Conferences|OnlineCommunities|Recognition/Awards|AboutUs|Home
AACEInternationalCopyright2016|PrivacyPolicy|WebsitePrinciples
+1.304.296.8444|ContactUs

http://www.aacei.org/am/2016/PM.shtml

2/3

27/7/2016

AACEInternationalMeetings/ConferencesAnnualMeeting2016AnnualMeetingTechnicalProgramAbstractsPROJECTMANAGEMENT(PM)

ABOU T SSLCE RT IF ICAT E S

http://www.aacei.org/am/2016/PM.shtml

3/3