Cost Engineering March-April 2015
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www.aacei.o
ENGINEERINGENGINEERING
March/April 20
THE JOURNAL OF AACE® INTERNATIONAL -
THE AUTHORITY FOR TOTAL COST MANAGEMENT®
COSTCOST
CALCULATING THE
AS-BUILT
CRITICAL PATH
TRENDS IN
CONSTRUCTION
CLAIMS AND
DISPUTES
SOFT SKILLSARE VITAL FOR EFFECTIVE
PROJECT CONTROLS
http://www.aacei.org/
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http://www.ecosys.net/
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8/18/2019 Cost Engineering March-April 2015
3/48COST ENGINEERING MARCH1APRIL 5346
4 S$f( Si!!' a&e Vi(a! f$& Effec(i*e P&$jec( C$#(&$!' Ch&i'($%he& W/ Ca&'$#. CEP DRMP PSP FAACE a#d Pa(&ic Ke!!-. PSP
13 Ca!c)!a(i#g (he A'2B)i!( C&i(ica! Pa(h
A#d&e+ A*a!$#. PE PSP
24 T&e#d' i# C$#'(&)c(i$# C!ai"' a#d Di'%)(e'Ja"e' G/ Zac J&/. CFCC FAACE
CONTENTS
TECHNICAL ARTICLES
COST ENGINEERING
2 AACE I#(ea(i$#a! B$a&d $f Di&ec($&'
2 C$'( E#gi#ee&i#g J$)a! I#f$&"a(i$#
11 AACE0' Fede&a! Age#c- R$)#d(ab!e
38 AACE 5346 A##)a! Mee(i#g
38 AACE I#(ea(i$#a! 5346 E!ec(i$#'
41 P&$fe''i$#a! Se&*ice' Di&ec($&-
41 I#de, ($ Ad*e&(i'e&'
42 AACE I#(ea(i$#a! O#!i#e S($&e
44 Ca!e#da& $f E*e#('
ALSO FEATURED
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COSTENGINEERING
HEADQUARTERS S,%c)e*+ T&.%e Ce%+)e D)
M&)ga%+&.%2 WV :
55COST fa/ : 55
AACE INTERNATIONALBOARD OF DIRECTORS
PRESIDENTMa)+% Da)#e02 FRICS CCP55 9 ')e*de%+=aace5&)g
PRESIDENT2ELECTJ,#e K5 O.e%2 CCP PSP55 9 ')e*e#ec+=aace5&)g
PA ST PRESIDENTJ&h% J5 Ccca)e##2 PE CCP PSP55 9 'a*+')e*=aace5&)g
VICE PRESIDENT2ADMINISTRATIONNcha* Ke##a)2 CCP EVP PSP55 9 -'ad$%=aace5&)g
VICE PRESIDENT2FINANCEJ&*e'h W5 Wa##.&)"2 PE CCP CFCC PSP55 9 -'f%a%ce=aace5&)g
VICE PRESIDENT2TECHNICAL BOARDDa% Me#a$ed2 CCP EVP55 9 -'+echb&a)d=aace5&)g
VICE PRESIDENT2EDUCATION BOARDJa$e* G5 Zac"2 J)52 CFCC PSP FAACE55 9 -'edb&a)d=aace5&)g
VICE PRESIDENT2CERTIFICATION BOARDCha)#e* E5 Ba)d2 J)52 CFCC PSP FAACE55 9 -'ce)+b&a)d=aace5&)g
VP2 INTERNATIONAL REGIONSMadh, P5 P##a2 CCP559-')eg&%*=aace5&)g
VP2 NORTH AMERICAN REGIONSMa)a C)*+%a Ba#+a1a)2 PE PSP55 9 -')eg&%*=aace5&)g
DIRECTOR2REGION 8C%d0 L5 Ha%d*2 CCP55 9 d))eg&%=aace5&)g
DIRECTOR2REGION 9Ca#-% J5 S'egh+2 J)52 CCP55 9 d))eg&%=aace5&)g
DIRECTOR2REGION :Ma)" G5 C,%dff2 PSP55 9 d))eg&%=aace5&)g
DIRECTOR2REGION ;Ja(,e#%e T5 D&0#e2 PE PSP55 9 d))eg&%=aace5&)g
DIRECTOR2REGION <Da-d A5 N&)f#ee+2 CCP CFCC DRMP55 9 d))eg&%=aace5&)g
DIRECTOR2REGION =J&h% L5 Ha0%e*2 PSP55 9 d))eg&%=aace5&)g
DIRECTOR2REGION >M&ha$$ed Raf,dd%2 CCP PSP
55 9d))eg&%=aace5&)gDIRECTOR2REGION ?Gh,#a$ M,!+aba Sha"h2 PE PMP5 9 d))eg&%=aace5&)g
DIRECTOR2REGION @Ga)-a% Ge)a)d McCa%%55 9 d))eg&%=aace5&)g
DIRECTOR2REGION 87A#d& D5 Ma++&*2 CCP559d))eg&%=aace5&)g
EXECUTIVE DIRECTORCha)+0 A5 Gde%55 9 cgde%=aace5&)g
Ve.'&%+* e/')e**ed % c,$%*2 fea+,)e*2 a%d a)+c#e* ',b#*hed % C&*+ E%g%ee)%g !&,)%a# a)e
*e#0 +h&*e &f +he a,+h&)* a%d d& %&+ )e')e*e%+ a% &ffca# '&*+&% &f AACE I%+e)%a+&%a#5 AACE I%:
+e)%a+&%a# * %&+ e%d&)*%g &) *'&%*&)%g +he a,+h&)6* .&)"5 A## c&%+e%+ * ')e*e%+ed *e#0 f&) %:
f&)$a+&%a# ',)'&*e*5 C,$%*2 fea+,)e*2 a%d a)+c#e* %&+ de*g%a+ed a* Tech%ca# A)+c#e* a)e %&+
*,b!ec+ +& +he 'ee):)e-e. ')&ce**5
C%'( E$g$ee&$g ;ISSN4 :9< * ',b#*hed b:$&%+h#0 b0 AACE I%+e)%a+&%a#2 I%c2 S,%c)e*+ T&.%e Ce%+)e D)2
M&)ga%+&.%2 WV USA5 Pe)&dca#* '&*+age 'ad a+ M&)ga%+&.%2 WV2 a%d a+ add+&%a# $a#%g &ffce5 POSTMASTER0
Se$d add&e'' cha$ge' (% AACE I$(e&$a(%$a"/ 89=< S)$c&e'( T%+$e Ce$(&e D&. M%&ga$(%+$. WV 9=
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http://www.boozallen.com/consulting/products/software/polaris
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T he id'%&$+ i% f'll !f $ec!m3
meda&i!% f!$ g!!d &echi3
cal "$!jec& c!&$!l%
&echi#'e%- %!me )$i&&e b+
&he a'&h!$%- b'& $a$el+ d!e% a+!e ad3
d$e%% &he eed f!$ e*em"la$+ %!f& %kill%
i &he "$!jec& c!&$!l% $!le. N! ma&&e$
&he &echical "$!ficiec+- &he iabili&+
&! c!mm'ica&e &he me%%age behid&he aal+%i% )ill $e%'l& i )a%&ed eff!$&.
Wiki"edia defie% %!f& %kill% a%- 0&he
cl'%&e$ !f "e$%!ali&+ &$ai&%- %!cial
g$ace%- c!mm'ica&i!- lag'age- "e$3
%!al habi&%- f$iedlie%%- ad !"&i3
mi%m &ha& cha$ac&e$i,e $ela&i!%hi"%
)i&h !&he$ "e!"le.1
I !$de$ &! be a effec&i(e membe$
!f &he "$!jec& maageme& 5PM6 &eam-
i& &ake% g!!d %!f& %kill%. The%e %!f& %kill%
a$e ece%%a$+ &! be effec&i(e- if &he PM
&eam i% &! li%&e &! $ec!mmeda&i!%
f$!m P$!jec& C!&$!l%. Whe&he$ i&/%
"laig "$!jec&%- ca"&'$ig '"da&e i3
f!$ma&i!- add$e%%ig $i%k%- di%c'%%ig
c!$$ec&i(e ac&i!%- !$ "$!(idig claim%
a(!idace %'""!$&4if &he PC e*"e$& i%
!& al%! a e*"e$& i %!f& %kill% ad '3
able &! 'l&ima&el+ c!mm'ica&e &heme%%age behid &he aal+%i%- &he (al'e
i% g$ea&l+ $ed'ced !$ l!%&. Ul&ima&el+-
&he "$!jec& c!&$!l% c!%'l&a& m'%& be
able &! ide&if+ &he eed% !f &he clie&-
"$!d'ce &he aal+%i%- ad c!mm'i3
ca&e &he $e%'l&. A fail'$e !f a+ "iece !f
&hi% &$ifec&a ca lead &! &he e&i$e e3
gageme& beig c!%ide$ed a fail'$e !$
a )a%&e !f &ime ad m!e+.
Thi% a$&icle "$!(ide% %!me $ec!m3
meda&i!% f!$ &he%e %!f& &+"e %kill%-5i.e.- "e$%!ali&+ &e%&ig %'ch a% &he
Me+e$%3B$igg% Pe$%!ali&+ P$!file6- &ha&
a$e ece%%a$+ &! %'""leme& &he &ech3
ical %kill% ad !ffe$ )a+% &! b!&h &$ai
ad &e%& f!$ &he ece%%a$+ %!f& %kill%.
What Are So Skills
As Identified by AACE International
S!f& %kill% gee$all+ $efe$ &! &h!%e
a&&$ib'&e% &ha& a$e !& c!%ide$ed e3
giee$ig %kill%- "a$&ic'la$l+ )he &h!%e
egiee$ig %kill% a$e a% defied b+AACE Recommended Practice ##R"$$-
Required Skills and Knowledge of Cost
Engineering- a% &he- 0a""lica&i! !f %ci3
e&ific "$ici"le% ad &echi#'e%1 7:8.
I &hi% a""lica&i!- "laig- aal+,ig-
(alida&ig- !"&imi,ig- e%&ima&ig- "$e3
dic&ig- ad maagig a$e all $e#'i$ed
&echical %kill%. Leade$%hi"- leade$%hi"
$!le%- m!&i(a&i!- ice&i(e% a$e i3
cl'ded- b'& (ie)ed a% a %ciece- 0be3
ha(i!$al %ciece-1 )i&h &he!$ie%
ad(aced &! deal )i&h &he%e $!le%. S!-
i &he c!%&$'c&i! !$ "$!jec& maage3me& )!$ld- e(e &he $ela&i(el+ !3
&echical $!le% ad %kill% a$e $ed'ced &!
a %ciece %! !e ca deal )i&h &he%e
%kill% f$!m a egiee$ig "e$%"ec&i(e.
The AACE Total Cost Manage"
ment Framework- icl'de% a %ec&i!
called- People and Performance Man-
agement - Cha"&e$ :: 7=8. Thi% %ec&i!
add$e%%e% h!) "e!"le "e$f!$m- ad
4 COST ENGINEERING MARCH2APRIL ;9:=
TECHNICAL ARTICLE
Soft Skills are Vital
for Effective Project ControlsChristopher W. Carson, CEP DRMP PSP FAACEand Patrick Kelly, PSP
Abstract! The id'%&$+ i% f'll !f $ec!mmeda&i!% f!$ g!!d &echical "$!jec&c!&$!l% &echi#'e%- %!me )$i&&e b+ &he a'&h!$%- b'& $a$el+ d!e% a+!eadd$e%% &he eed f!$ e*em"la$+ %!f& %kill% i &he "$!jec& c!&$!l% $!le.Wiki"edia defie% %!f& %kill% a%- 0&he cl'%&e$ !f "e$%!ali&+ &$ai&%- %!cial g$ace%-c!mm'ica&i!- lag'age- "e$%!al habi&%- f$iedlie%%- ad !"&imi%m &ha&cha$ac&e$i,e $ela&i!%hi"% )i&h !&he$ "e!"le.1 I !$de$ &! be a effec&i(emembe$ !f &he "$!jec& maageme& &eam- i& &ake% g!!d %!f& %kill%. The%e%!f& %kill% a$e ece%%a$+ &! be effec&i(e- if &he PM &eam i% &! li%&e &! $ec!m3meda&i!% f$!m "$!jec& c!&$!l%. Whe&he$ i&% "laig "$!jec&%- ca"&'$ig'"da&e if!$ma&i!- add$e%%ig $i%k%- di%c'%%ig c!$$ec&i(e ac&i!%- !$ "$!3(idig claim% a(!idace %'""!$&- if &he PC e*"e$& i% !& al%! a e*"e$& i %!f&%kill%- &he (al'e i% g$ea&l+ $ed'ced. Thi% a$&icle "$!(ide% %!me $ec!mmeda3&i!% f!$ &h!%e %kill%- "e$%!ali&+ &e%&ig %'ch a% &he Me+e$%3B$igg% Pe$%!3ali&+ P$!file- &ha& a$e ece%%a$+ &! %'""leme& &he &echical %kill%- ad !ffe$%)a+% &! b!&h &$ai ad &e%& f!$ &he ece%%a$+ %!f& %kill%. Thi% a$&icle )a% fi$%&"$e%e&ed a% DEV.:?>9 a& &he ;9:< AACE I&e$a&i!al A'al Mee&ig iNe) O$lea%.
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*hile (ch "f i' i& "%ie!'ed '"*a%d&
#%"d(c'i)i', i! 'he *"%k #%"ce&&. 'he
&ec'i"! clea%l, e+#lai!& h"* ca#abili',
i& a f(!c'i"! "f a !(be% "f c"#"6
!e!'&. f%" "'i)a'i"! '" de)el"#ed
&kill&1 Thi& i& a! i#"%'a!' c"!ce#'. a!d
&"f' &kill& ca! be de)el"#ed. lea%!ed.
a!d '%ai!ed1
If "!e c"!&ide%& 'ha' 'he &(b6
&e' "f #%"jec' a!agee!' called #%"j6
ec' c"!'%"l& i!cl(de& 'he di&ci#li!e& "f
#la!!i!g a!d &ched(li!g. c"&' a!age6
e!'. %i&k a!agee!'. d"c(e!'
c"!'%"l. &"e c"!'%ac' adi!i&'%a'i"!.a!d f"%e!&ic a!al,&i&. i' i& "b)i"(& 'ha'
a!, "f 'he&e &kill& a%e e!gi!ee%i!g
a!d 'ech!ical &kill&. a!d 'ha' i& *he%e
'he i!d(&'%, &ee& '" #lace 'he g%ea'6
e&' #%i"%i',1
The ha!db""k f"% a #la!!i!g a!d
&ched(li!g e+#e%' i& AACE Recom$
mended Practice *,R$.). Responsibility
and Required Skills for a Project Plan-
ning and Scheduling Professional :?;1
Thi& %ec"e!ded #%ac'ice 8RP9 li&'&
!i!e d('ie&. a!d "!l, "!e "f 'h"&e d(6
'ie& c")e%& &"f' &kill&. !(be% @. de6&c%ibed a&. 3S(##"%'i!g 'he #%"jec'
'ea eff"%'& '"*a%d 'he de)el"#e!'
"f 'he #%"jec' #la! a!d '%a!&la'i!g 'ha'
#%"jec' #la! i!'" 'he #%"jec' &ched(le14
Of 'he "'he% eigh' d('ie&. 'he "!l, %ef6
e%e!ce& '" &"f' &kill& i!cl(de 'e%& like
i!f"%i!g a!d #%")idi!g1
F"% 'he +))- AACE International
Transactions. R"hi' Si!gh. CCP. a(6
'h"%ed a #a#e% i! *hich he ide!'ified
&"f' &kill& 'ha' he 'h"(gh' *e%e i&&i!g
:;1 Hi& li&'. "%ga!i-ed i!'" 'h%ee ai!
a%ea& "f ba&ic &kill&. i!'e%#e%&"!al &kill&.
a!d e+#e%ie!'ial lea%!i!g. i!cl(ded
%eadi!g. *%i'i!g. eaki!g. &e''i!g
g"al&. effec'i)e !eg"'ia'i"!&. effec'i)e
j"b &ea%chi!g. #e%&"!al ca%ee% de)el"#6
e!'. a!d g""d a!agee!' ed(ca6
'i"!1 Clea%l,. &"e "f 'he&e a%e
!ece&&a%, &"f' &kill&. b(' 'he li&' i&
ha%dl, c"#%ehe!&i)e a!d fail& '" ad6
d%e&& 'he %eal !eed& f"% #%"jec' c"!'%"l&
#%"fe&&i"!al& i! "%de% '" de)el"# c"6
#e'e!c, a!d acc"#li&h 'he g"al&1I! Cost Engineering. V"l(e
>5N"1 @. Ma%ch ?==. Ed*a%d M(!-i"
a!d D%1 Deb"%ah Fi&he% a''e#'ed '"
$(a!'if, &"f' &kill&. *hich 'he, de&c%ibe
a&0 beha)i"%. "'i)a'i"!. e"'i"!al i!6
'ellige!ce. a!d 'a&k bala!ce. calli!g
'he 'he 3f"(% ba&ic e'%ic& "f h(a!
i!'e%ac'i"! :;1
Thei% e+#la!a'i"! "f 'he&e e'%ic&
&h"*& 'ha' 'he, a%e i!deed &"f' &kill&1
3Beha)i"% i& 'he "&' clea%l, )i&ible i!6
dica'"% "f a!"'he% #e%&"!
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e&plaining ho% comm#nica"ion i! a "%o
%a' effo", Idea! ae "an!mi""ed "o "he
ecei$e and "hen "he ecei$e "an!1
la"e! "he me!!age) %hich ma' o ma'
no" align %i"h %ha" "he !ende e&1
pec"ed "o "an!mi", Thi! chap"e ec1
ommend! ackno%ledgemen" of
comm#nica"ion! "o en!#e "he me!1
!age %a! acc#a"el' "an!mi""ed, En1
!#ing "ha" "an!mi""ed infoma"ion
%a! #nde!"ood b' "he ecei$e i! an
impo"an" poin" and einfoce! "he im1
po"ance of "he!e !of" !kill! "o impo$e
on #nde!"anding,
Suggested Soft Skills
and OrganizationIn e$ie%ing !of" !kill!) "he a#"ho!
fo#nd "ha" "he' !egega"e in"o !e$eal
pima' ca"egoie!* comm#nica"ion!)
mo"i$a"ion) pe!en"a"ion) and follo%#p,
Wi"h "he!e ca"egoie! "o ogani(e
"he !kill!) "he li!" look! !ome"hing like
"hi!+
• Communications
o ci"ical 2objec"i$e3 "hinking*
o eading and compehen!ion*
o %i"ing* and)
o !#ccinc"ne!!,
• Motivation
o mo"i$a"ional leade!hip*
o ne"%oking and ela"ion!hipb#ilding*
o pa"neing) "eamb#ilding) and
"eam%ok* and)
o empa"h' and "ac"f#lne!!,
• Presentation
o in"epe"a"ion*
o p#blic !peaking* and)
o nego"ia"ion and pe!#a!ion,
• Closing/Resolution
o pe!i!"ence*
o managing e&pec"a"ion!* and)
o men"oing and "aining,
No"ice "ha" "hi! i! no" !o di!!imila
fom "he fo# me"ic! in "he
M#n(io0Fi!he a"icle* beha$io) mo"i1
$a"ion) emo"ional in"elligence) and "a!k
balance) e&cep" "hi! li!" i! ogani(ed
moe fo "'pe! of ac"ion! "ha" eq#ie
"he !kill!,
Why Do Soft Skills Matter?A planne and0o !ched#le can be
"echnicall' a" "he "op of "he pofe!!ion
and e&"emel' compe"en" %i"h "he
!of"%ae) anal'"ical eno#gh "o iden"if'
pe"inen" i!!#e!) and pin" fanc') acc#1
a"e) and impe!!i$e cha"!) b#" no" be
pa"ic#lal' good a" comm#nica"ing "he
e!#l"!, I" i! "he comm#nica"ion %i"h
"he !"akeholde! "ha" make! pojec"!
!#cce!!f#l,
The !ched#le i! "he pima' com1
m#nica"ion! "ool on "he pojec") b#"
!ince i"-! a "echnical pod#c") if !ome1
one doe!n-" in"epe" "ha" "ool) p#" "he
o#"p#" in"o lang#age "ha" i! clea and
conci!e fo "he pojec" managemen"
"eam) "he !ched#le infoma"ion ha! no"
been "an!mi""ed,
Ho%e$e) "he p#blic ole of a PC
pac"i"ione i! "o deal %i"h people* elic1i"ing coopea"ion and infoma"ion) fa1
cili"a"ing in$ol$emen" and b#'1in)
b#ilding ela"ion!hip!) and comm#ni1
ca"ing, Comm#nica"ing i! pa"ic#lal'
diffic#l" !ince "he ole i! foc#!ed on
highl' "echnical "a!k! e!#l"ing in "ech1
nical anal'!i! and concl#!ion!) b#" "he
o#"p#" m#!" be !imple me!!age! "ha"
ae #!ed "o po$ide infoma"ion "ha"
%ill likel' con$ince !"akeholde! "o "ake
ce"ain ac"ion!, Thi! i! #l"ima"el' $i"al
beca#!e none of "he anal'!i! compo1
nen"!) %he"he an e!"ima"e) a !ched1#le) a i!k managemen" plan) ae
peci!e, The' ae all ba!ed on !#bjec1
"i$e infoma"ion "ha" !"a"ed %i"h a
"en"a"i$e plan and i! modified a! con1
di"ion! change on "he pojec", The
!ched#le) fo e&le) i! no" acc#a"e
do%n "o "he da' e$en if "he !ched#le i!
%i""en #!ing one da' a! "he !malle!"
"ime #ni", The e!"ima"e) a! ano"he e&1
ample) i! no" e&ac"* i" i! ba!ed on po1
d#c"ion a"e! %hich $a' accoding "o
"he e!o#ce!) "he pojec" condi"ion!)
"he poli"ical clima"e) and man' o"hefac"o!, Al"ho#gh "he !of"%ae %ill
allo% a le$el of peci!ion in calc#la"ion!
"ha" !eem! $e' high) "he da"a #!ed in
"he calc#la"ion! doe! no" pemi" "ha"
le$el of peci!ion, When e!"ima"ing a
pojec") geneall' "he !ame acc#ac' i!
gained b' o#nding off "o "he neae!"
6877 a! i! gained b' ca'ing picing
o#" "o "he neae!" penn',
The plan e!"abli!hed fo "he poj1
ec" i! no" "he onl' %a' "o accompli!h
"he !cope of %ok) b#" a"he) i" i! "he
PM "eam-! be!" plan a" "he "ime of "he
planning !e!!ion,
The PC e&pe" need! "o ha$e "he
abili"' "o elici" "he con!"#c"ion plan
fom "he PM "eam) facili"a"e "#ning i"
in"o a !ched#le) e&plain "he plan "hen
modeled b' "he !ched#le) anal'(e "he
!ched#le a! pod#c"ion ad$ance!)
make ecommenda"ion! fo ac"ion!
ba!ed on pefomance) and gain ac1
cep"ance fom all !"akeholde! "ha"
"ho!e ecommenda"ion! ae appopi1
a"e and impo"an", Thi! effo" make!
#!e of a $aie"' of !of" !kill! and "he
be""e "he PC e&pe" i! %i"h "ho!e !of"
!kill!) "he moe likel' i" i! "ha" "he "eam
%ill %ok "oge"he fo "he common
goal,A lage pa" of "ho!e abili"ie! cen1
"e ao#nd "he abili"' "o "ake a comple&
and highl' anal'"ical effo") glean "he
$i"al infoma"ion fom "ha" effo") and
e&plain i" in common !en!e and !imple
lang#age, A good !"o' i! moe con1
$incing "han a pile of "echnical anal'!i!
pin"o#"!, Thi! i! pobabl' one of "he
gea"e!" %eakne!!e! in a pojec" con1
"ol! !"aff) and "he place %hee impe!1
!i$e impo$emen"! can be made,
E$en in !i"#a"ion! %hen "hee i! a
di!p#"e) !#ch a! %hen "he o%ne-!agen" can no" ecommend accep"ance
and appo$al of a con"ac"o-! !ched1
#le) i" i! !of" !kill! "ha" %ill !e""le "he
ca!e) no" "he de"ailed anal'!i!, A! Chi!
Ca!on %o"e in hi! 9789 AACE In"ena1
"ional Tan!ac"ion! a"icle) .The goal i!
"o #!e "he da"a "o mee" %i"h "he con1
"ac"o) con$ince "hem "o coopea"e) fi&
"he !ched#le!) and con$ince "hem "ha"
doc#men"a"ion i! a !"ong eb#""al "o
loo!e0inacc#a"e claim!, I" al!o !ho%!
"ha" "he o%ne-! anal'!i! poce!! i! ac1
c#a"e and con$incing, Once con1$inced) "he con"ac"o i! moe likel' "o
po$ide appo$able !ched#le!) and "o
accep" "he ea!onablene!! of "he !#g1
ge!"ed !e""lemen" 4:5,/
The !"akeholde! on "he pojec"
%ill be man' diffeen" "'pe! of people
%i"h $a'ing degee! of "echnical !kill!)
ho%e$e) none of "hem %ill likel' ha$e
"he le$el of #nde!"anding of pojec"
6 COST ENGINEERING MARCH0APRIL 978;
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cn%#l$ a$ %he PC %eam. Thi$ i$ (h* i%
i$ $ im!#%an% %ha% gd cmm&nica3
%in$ !#'ide clea#, cnci$e and e)3
!lana%#* inf#ma%in and %he 'ie(e#
# #ecei'e# $%akehlde# &nde#$%and$
%he me$$age.
Traditional Roles for Project Controls
Professionals
The %#adi%inal #le$ f# !#jec%
cn%#l$ !#fe$$inal$ a#e (ell defined
in $me f %he !&blica%in$ #efe#ence
ab'e, and gene#all*, !#jec% manage3
men% %eam$ &nde#$%and (ha% %he PC
%eam i$ ding. I% i$ a gi'en %ha% %he !#j3
ec% cn%#l !#fe$$inal (ill be %echni3
call* anal*%ical and i% i$ e)!ec%ed %ha%
$me anal*$i$ (ill be, 0in %he (eed$-1
h(e'e#, %he inabili%* % !&% %he anal*3
$i$ in la#ge# cn%e)% and % cmm&ni3
ca%e i%$ %#end$ and finding$ ma* #e$&l%in %he anal*$i$ mi$$ing %he !in%.
Weaknesses in Traditional Roles
Pa#% f %he !#blem (i%h %he lack
f gd $f% $kill$ in %he !#jec% cn3
%#l$ (#ld i$ %he !e#ce!%in %ha% %he
%echnical anal*$i$ i$ %he nl* %hing %ha%
ma%%e#$ in !#jec% cn%#l$. Ce#%ainl*,
%echnical e)!e#%i$e !#'ide$ %he bjec3
%i'e and %h#&gh anal*$i$ f cm!le)
i$$&e$, a$ mdeled in $ched&le$ and
b&dge%$, b&% %he da%a ha$ % be b3
%ained f#m $mene, %he #e$&l%$ need% be e)!lained % $mene, and %he
PC !#fe$$inal gene#all* need$ % cn3
'ince $mene %ha% %he #ecmmenda3
%in$ f# ac%in a#e (#%h(hile and
im!#%an%.
The Art of Empath"
While a !#jec% cn%#l$ !#fe$3
$inal m&$% be %echnicall* !#ficien% a%
hi$ # he# c#af%, %he* m&$% be m&ch
m#e #&nded % %#&l* be effec%i'e.
P#jec% cn%#l$ !#fe$$inal$ m&$%
!$$e$$ %he $eamle$$ abili%* % !&%%hem$el'e$ in %he $he$ f %hei# clien%$.
Whe%he# cn%#ac%#$, (ne#$ # de3
$igne#$, %he !#jec% cn%#l$ !#fe$3
$inal m&$% in$%an%l* !e#cei'e %he
m%i'a%in$, cn$%#ain%$ and limi%a%in$
f %h$e he # $he i$ (#king f#. P#j3
ec% cn%#l$ !#fe$$inal$ a#e in a
&ni"&e !$i%in % ha'e % in%e#ac% (i%h
all %he$e clien% %*!e$, and %he ma$%e#*
f dealing (i%h can be biled d(n %
%he e)e#ci$e and de'el!men% f em3
!a%h*. Em!a%h* can be &ni"&el* chal3
lenging % %h$e (h ha'e $lel*
$%&died anal*%ical $&bjec%$ %h#&gh
%hei# $chling. Le%/$ face i%, n% man*
!#jec% cn%#l$ !#fe$$inal$ a#e cm3
ing f#m libe#al a#%$ cllege$ # ac%ing
$chl$ %he$e da*$. While %he fc&$ in
field and i%$ cn%in&ing ed&ca%in
$eem$ % be %echnical enhancemen%
and ce#%ifica%in !#g#e$$in, %he
#&nding f ne/$ abili%* % em!a%hi+e
$h&ld be a %#ea%ed a$ im!#%an% % %he
!#g#e$$in f %he ca#ee# f %he !#jec%
cn%#l !#fe$$inal a$ an* anal*$i$
%echni"&e.
Technical Natre of the Role
A la#ge !a#% f %he !#blem (i%h
faile % de'el! 'i%al $f% $kill$ in !#j3
ec% cn%#l$ !#fe$$inal$ i$ %he na%ef %he #le- highl* %echnical and anal*%3
ical. Thi$ a%%#ac%$ enginee#$ and anal*%3
ical !e!le, (h f%en d n% ha'e %he
na%al $f% $kill$. In addi%in, %he !#3
fe$$in !lace$ ma)im&m !#i#i%* n
%h$e %echnical $kill$, (i%h #e"&i#e3
men%$ f# &nde#$%anding %he me%hd3
lgie$ and $f%(a#e $&!!#% f# %h$e
#le$, and 'e#* li%%le !#i#i%* n %he $f%
$ide f %he $kill$. In a (#ld f cm!le)
calc&la%in$, cm!lica%ed $f%(a#e,
and a lack f a!!#ecia%in f# %he !#e3
ci$in f %he da%a, i% i$ ea$* % d#! in%%ha% %echnical (#ld. B&%, if n ne &n3
de#$%and$ %he i$$&e$ b&% %he e)!e#%$,
%he* (ill n% be #e$l'ed. J&$% a$ in a
di$!&%e, i% i$ %he e)!e#% (h can cn3
den$e %he cm!lica%ed and de%ailed
da%a %ha% (a$ anal*+ed in% a $ingle
$lide %ha% (ill !#'e hi$ # he# ca$e.
Need for De!elopment of Relation#
ships
Of%en, PC !#fe$$inal$ d n% $ee
an* need % de'el! in%#a3!#jec% #ela3
%in$hi!$, (hen %ha% i$ #eall* 'i%al %!e#f#ming %he %a$k effec%i'el*. Rela3
%in$hi! b&ilding in'l'e$ de'el!men%
f %#&$% f#m dail* in%e#ac%in$, b&% be3
*nd %ha%, i% #e"&i#e$ $me eff#% % in3
%e#ac% (i%h %he %he# $%akehlde#$. Thi$
i$ (h* %he cmm&nica%in$ !lan i$ $
im!#%an%, i% can hel! iden%if* (hich
$%akehlde#$ %he PC %eam need$ % en3
gage and h( f#e"&en%l*. Dne c#3
#ec%l*, %he #ela%in$hi!$ (hich a#e b&il%
ea#l* (ill be !#e$e#'ed %h#&gh % %he
final cl$e&% i%em in %he !#jec%. The$e
#ela%in$hi!$ hel! d#a$%icall* (i%h
$%akehlde# e)!ec%a%in managemen%,
a$ %he !e!le ge% % kn( each be%%e#
and b&ild a be%%e# le'el f &nde#$%and3
ing and %#&$%.
Failre to Translate Technical Jargon
into Plain English
N% e'e#* %echnical !e#$n can
cmm&nica%e %he cm!le) i$$&e$ in
$im!le (#d$. Thi$ i$ am!lified b* %he
highl* %echnical PC !#fe$$inal (h
dee!l* &nde#$%and$ %he i$$&e$ and
de$n/% need % !a#$e %hem d(n %
$im!le# cnce!%$, and f%en i$ a bi% di$3
mi$$i'e f %h$e (h need %he $im!le
cnce!%$. H(e'e#, e'e#*ne need$ %
#ecgni+e %ha% fe( !e!le ha'e %he
%echnical cm!e%ence, and m#e im3!#%an%l*, fe( need % ha'e i%. The
$%akehlde#$ (ill each ha'e %hei# (n
a#ea$ f e)!e#%i$e, and (ill need i$$&e$
e)!lained in $&ch a (a* %ha% %he* a#e
#ele'an% % %hei# a#ea$.
Thi$ $f% $kill i$ ne f %he ha#de$%
% de'el!, and (#$e, ne f %he ha#d3
e$% % main%ain. Man* PC !#fe$$inal$
$%a#% &% (i%h a gd cnci$e e)!lana3
%in, b&% 'e# %ime, %hei# cmm&nica3
%in$ all($ %he %echnical ja#gn %
c#ee! in and %he $im!le e)!lana%in %
be 'e#(#i%%en. Tha%/$ (h* i% can behel!f&l % ha'e $mene n %he %eam,
(h i$ n% %echnical, #e'ie( #e!#%$
and $ee if %he* can &nde#$%and %hem. If
%he dc&men% cn%#l$ cle#k cann% &n3
de#$%and %he $ched&le #e!#%, i% likel*
i$ n% e)!lained clea#l* en&gh. Re3
membe#, fac%$ b* %hem$el'e$ a#e n%
anal*$i$, $ %he #ele'ance and in%e#!#e3
%a%in f fac%$ a#e f !#ime im!#%ance.
Vital Soft Skills
Af%e# e)amining a n&mbe# f a#%i3
cle$2!a!e#$ and bk$ %ha% a!!ea# %add#e$$ $f% $kill$, %he a&%h#$ belie'e
%ha% %he !#e'ailing ind&$%#* &nde#3
$%anding f %he$e $kill$ i$ n% %h#&gh
en&gh. Thi$ a#%icle $h&ld hel! iden3
%if* and !#m%e %he $f% $kill$ %ha% a#e
$ 'i%al % $&cce$$.
Commnications Skills
Unde# a b#ad heading f cmm&3
COST ENGINEERING MARCH2APRIL 6457
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11/48COST ENGINEERING MARCH/APRIL 7569
"ion all i!!#e!+
Pa" of !#cce!!f#l !"akeholde
managemen" i! managing "hei e&pec0
"a"ion!+ An o#"come co#ld be "he be!"
po!!ible o#"come( b#" if "he !"akehold0
e! did no" b#' in"o "he o#"come( and
"hei e&pec"a"ion! ae diffeen" "han
"he o#"come( "he e!#l" co#ld be a di!0
a!"e+ The diffeence be"%een !#cce!!
and fail#e i! of"en !impl' "he compe0
"ence %i"h %hich "he !"akeholde!, e&0
pec"a"ion! %ee managed+ If "he CM
po$ide! a b#dge" fo a change ode
and gi$e! a ange of picing( ma'be
46;(555 "o 478(555( and doe!n," po0
$ide a clea comm#nica"ion "ha" "he
b#dge" i! a ange( "he o%ne !"ake0
holde likel' %ill e&pec" 46;(555( b#"
"he con"ac"o !"akeholde likel' %ill
e&pec" 478(555+ The PC !"aff can man0
age "he e&pec"a"ion! of bo"h !"akehold0e!( no" b' pomi!ing e&ac" pice!( b#"
b' einfocing "ha" "he b#dge" i! a
ange( and "ha" ange can be nao%ed
do%n a! moe infoma"ion i! a$ailable+
The comm#nica"ion! in "hi! e&le
make all "he diffeence in "he final !a"0
i!fac"ion of bo"h !"akeholde!+
Finall'( a good pojec" con"ol!
pofe!!ional m#!" be a "eache+ He o
!he m#!" be able "o con!"an"l' "ain "he
PM !"aff and "he !"akeholde! in "he PC
di!cipline!+ Thi! mean! being an ad$o0
ca"e fo ci"ical pa"h me"hod 2CPM3!ched#ling( e&plaining ho% i" %ok!
fom "he incep"ion( and einfocing "he
me!!age "ho#gho#" "he pojec"+ I"
mean! men"oing "he ne%e people
and en!#ing "ha" e$e'one #nde0
!"and! %h' PC !'!"em! ae opea"ed
and %ha" "he anal'!i! e!#l"! mean "o
"he !"akeholde!+ Wi"h pope "aining
and managemen" of e&pec"a"ion!( and
a con!i!"en" effo" "o clo!e o#" all i!0
!#e!( "he end of "he pojec" %ill ai$e
%i"h "he !"akeholde "eam in"ac"+
How to Develop and
Train for Soft Skills
Taining i! ke' "o de$eloping !of"
!kill!) %hile !ome people ae na"#al!
a" "he!e !kill!( "he' can and !ho#ld be
"a#gh"+ We ha$e he!i"a"ed "o #!e "he
%od -p!'chological. in "hi! a"icle( b#"
man' of "he!e !of" !kill! ae p!'cholog0
ical in!igh" and applica"ion+ Beha$io i!
geneall' !#bjec" "o "he e&"enal en$i0onmen") "he a"mo!phee o c#l"#e(
"he %a' "he' ae "ea"ed( "he %a' peo0
ple eac" "o "hem( "he %a' "hei idea!
a! ecei$ed+ Diffeen" pe!onali"ie! ac"
and eac" in diffeen" %a'!( and once
"hee ae pe!onali"' cla!he!( i" i! diffi0
c#l" "o bidge o$e "he beakdo%n in
"he "eam and "he pa"neing effo"+
Fo"#na"el'( a p!'chologi!" named
Cal J#ng !pen" m#ch of hi! life in "he
!"#d' of pe!onali"ie! and hi! %i"ing!
fomed "he ba!i! fo man' academic!
"o !"#d' "he!e i!!#e!+ T%o la"e p!'0chologi!"!( I!abel Bigg! M'e! and he
mo"he( Ka"haine Bigg!( #!ed !ome of
"he J#ng "heoie! "o de$elop "hei o%n
pe!onali"' in$en"o' in ode "o #nde0
!"and pe!onali"ie!+
The M'e!0Bigg! T'pe Indica"o
2MBTI3( !ome"ime! called "he 6: "'pe
M'e!0Bigg! a!!e!!men"( i! a $e' #!e0
f#l "ool fo in"epe"a"ion of pe!onali"'
and iden"ifica"ion of po"en"ial conflic"!+
Thi! in$en"o' i! a$ailable feel' online(
and "hee ae !ho" "e!"! "ha" can be
"aken "o de"emine an'one,! pe!onal0
i"' "'pe %i"hin "he !'!"em+
In !#mma' of "he MBTI( "hee ae
eigh" ba!ic indica"o!*
1 e&"a$e!ion o in"o$e!ion)
1 !en!ing o in"#i"ion)
1 "hinking o feeling) and(
1 j#dging o pecei$ing+
A! an e&le( pe!onali"ie! ma'
"ea" "ime diffeen"l' fom o"he pe0
!onali"ie!) %hee one pe!on %ill !ee
an appoin"men" a" 65 a+m+( a! a do0o0
die "ime and al%a'! ai$e eal' fo "he
mee"ing) ano"he pe!onali"' %ill !ee a
65 a+m+ appoin"men" a! a -moning.
appoin"men" and ne$e be on "ime+
Tha" !ingle pe!onali"' "ai" can !e" #p
emo"ional eac"ion! "ha" %ill de!"o' a
good "eam+ Thi! i! "he diffeence be0
"%een "he j#dging pe!on %ho ha! "o
be on "ime and "he pecei$ing pe!on%ho i! %andeing "ho#gh "hei da'+
Thi! ca"ego' ac"#all' incl#de! clo!ing
Figure $ # Mers"Briggs Preferences Graphic b CPP! Publisher of the MBTI
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12/4810 COST ENGINEERING MARCH3APRIL 978<
"(' deci&i"!& 5j(dgi!g6 "% lea)i!g
'hi!g& "#e!4e!ded 5#e%cei)i!g6. &" i'
'e!d& '" c%ea'e a!, #%"ble& be,"!d
'he &i#le 'ie &e!&e/
Thi!ki!g #e"#le *h" a%e &'%"!gl,
"%ie!'ed '" 'ha' i!dica'"% f"c(& "! l"gic
a!d c"!&i&'e!c,. *he%ea& 'he feeli!g
#e"#le l""k a' #e"#le a!d &i'(a'i"!&/
S'%"!g i!dic'"%& "f 'hi!ki!g "f'e! a%ee!gi!ee%&. *he%e &'%"!g i!dica'"%& "f
feeli!g a%e "f'e! 'eache%& "% !(%&e&/
The '*" le''e% c"bi!a'i"!& all"* be'4
'e% !a%%"*i!g "f 'he #e%&"!ali'ie&. &"
'he &,&'e !eed& &"e &'(d,. b(' i'0&
!"' ha%d '" (!de%&'a!d/
The a('h"%& ha)e f"(!d 'ha' "!ce
a! i!)e!'"%, i& 'ake! *i'h 'he PM
'ea. #e"#le &'a%' '" (!de%&'a!d "'he%
#e%&"!ali'ie& a!d a%e le&& i!cli!ed '"
belie)e 'ha' 'he "'he% #e%&"! i& g"i!g
"(' "f 'hei% *a, '" c%ea'e di&ha%"!,
"% #%"ble&/ I! fac'. i' i& i!'e%e&'i!g
'ha' 'he di&c(&&i"!& ab"(' 'he&e ',#e&
"f #e%&"!ali', c"!flic'& "f'e! bec"e a
bi' f(!!, *he! "!e #e%&"! 'ell& 'he
"'he%. 1,"( a%e &(ch a! NT.2 %a'he%
'ha!. 1,"( a%e %(de a!d "b!"+i"(&/
The a('h"%& ha)e (&ed 'hi& MBTI
f"% ,ea%& '" a)"id c"!flic'&. a& *ell a& '"
%e&"l)e i!'e%#e%&"!al %ela'i"!&hi#
#%"ble&/
A!"'he% #&,ch"l"gi&'. Da)id
Kei%&e,. ha& e!' (ch "f hi& life i!
&'(d, a!d %e&ea%ch i!'" #e%&"!ali'ie&a!d 'e&'i!g. a!d de)el"#ed hi& Kei%&e,
Te#e%ae!' The"%,. *hich (&e& 'he
M,e%&4B%igg& #hil"&"#h, '" ge!e%a'e
f"(% 1'e#e%ae!'&/2 He ha& 'ake! 'he
&'(die& dee#e% i!'" 'he ed(ca'i"!al #&,4
ch"l"gical a%e!a a!d (&e& hi& &,&'e ef4
fec'i)el, '" g(ide #e"#le i!'" ca%ee%&
a!d %"le&/ The a('h"%& ha)e %ead a!d
(&ed hi& b""k&. Plea&e U!de%&'a!d Me.
a!d Plea&e U!de%&'a!d Me II/ B"'h
b""k& &e%)e '" g(ide a!,"!e i!'" 'he f(ll
(&e a!d (!de%&'a!di!g "f #e%&"!ali'ie&
a!d #e%&"!ali', 'e&'i!g a!d beha)i"%/
Cncl$"in
Ig!"%i!g 'he &"f' &kill& 'ha' a%e &"
)i'al '" #e%f"%i!g a #%"jec' c"!'%"l&
f(!c'i"! *ill $(ickl, ca(&e fail(%e i! a
!(be% "f a%ea&/ I! addi'i"! '" lea%!4
i!g h"* '" e&'ia'e. h"* '" a!al,-e
%i&k. h"* '" &ched(le a #%"jec'. i' i& i4
#e%a'i)e 'ha' PC &'aff lea%! a!d gai! e+4
#e%'i&e i! 'he&e &"f' &kill&/ N" a''e%
h"* 'ech!icall, #%"ficie!' 'he #%"jec'
c"!'%"l& a!al,&i& i&. 'he i!abili', '"
c"(!ica'e i' #h"!e'icall, a!d e4
#a'he'icall, '" 'he clie!' *ill (l'ia'el,
d"" 'he a!al,&i& '" fail(%e/
K!"*i!g ,"(% &'%e!g'h& a!d *eak4
!e&&e&. f%" a #e%&"!ali', #e%ec'i)e.
a!d %"(!di!g "(' 'ha' &ide *ill #(&h,"( '" bei!g a! effec'i)e #%"jec' c"!4
'%"l& c"!&(l'a!'. j(&' a& (ch a& lea%!4
i!g 'he la'e&' a!al,&i& 'ech!i$(e "%
a&'e%i!g 'he la'e&' %e)i&i"! '" a!
AACE %ec"e!ded #%ac'ice/ Ide!'if,4
i!g ,"(% clie!'. k!"*i!g 'hei% "'i)a4
'i"!&. b(ildi!g c"!&e!&(&. #%"d(ci!g
'he a!al,&i& a!d c"(!ica'i!g 'ha'
a!al,&i& *ill &e%)e '" ake ,"(% clie!'
a##%ecia'e ,"(% )al(e a& a #%"jec' c"!4
'%"l& c"!&(l'a!'/ S"f' &kill& a%e a! i!'e4
g%al #a%' "f 'ha' c"(!ica'i"! 'ha'
&h"(ld !"' be ig!"%ed/
REFERENCES
8/ AACE In#e!na#inal Recm)
mended P!ac#ice //R)22. Re+
q!ired Skills and Kno#ledge of
Cos Engineering. #age 9. #a%a4
g%a#h =/
9/ AACE In#e!na#inal Recm)
mended P!ac#ice /1R)3.. Respon+
sibili$ and Req!ired Skills for a
Projec Planning and Sched!ling
Professional . #age
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ABOUT THE AUTHORS
Ch%i&'#$he% W0 Ca%5
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8/18/2019 Cost Engineering March-April 2015
14/48
OPEN DOORS.
ome Universities
e hart ew ourseThe MS in Project Management program at the GWSB blends thestudy of advanced project management techniques with generalmanagement principles.
The innovative, ethics-infused curriculum balances real-world practiceand academic theory, developing the skills managers need to integratecomplex projects, motivate people, and achieve cost-effective results.
A highly specialized programapplicable to all industries.
Rigorous projects that provide
exposure to all aspects of
project management
Unique, discipline-
independent curriculum
Courses that immerse youin teamwork and team dynamics,
developing the skills to tackle
complex projects and synthesize
diverse perspectives
Learn on campus in Washington,DC, or wherever it’s convenientfor you.
The flexibility of our program allows you
to create a course of study that works with
your schedule. Our online and on-campus
courses share the same professors,
lectures, projects and assignments, and
university resources.The MSPM degree may be completed:
On campus
Entirely online—study from any location
Both on campus and online
On a full-time or part-time basis
MASTER OF SCIENCIN PROJECTMANAGEMENT(MSPM)
Innovative curriculum goes
beyond thePMBOK® Guide
to deliver the skills you need
to integrate complex project
motivate people and achieve
cost-effective results—from
$10,000 projects to billion-
dollar programs.
Innovative curriculum that
can be applied to any ind
World-class faculty withdeep expertise in internatmethodologies, advancedproject managementapplications, decision
sciences and management
For more information, detailed course descriptions,or to apply, visit: go.gwu.edu/costengineering
Spring 2015 Semester: December 14
SB_1314_16
ApplicationDeadline:
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8/18/2019 Cost Engineering March-April 2015
15/48COST ENGINEERING MARCH+APRIL /-.2
T he de#e!mina#ion of #he a",
b$il# c!i#ical pa#h of a p!ojec#
i" of g!ea# impo!#ance fo! #he
anal'"i" of "ched$le dela'
claim"* I# i" commonl' accep#ed b'
"ched$ling p!ac#i#ione!" #ha# #he c!i#i,
cal pa#h of a p!ojec# i" d'namic and
ma' change o%e! #ime) "$ch #ha# #hea",b$il# c!i#ical pa#h ma' be diffe!en#
f!om #he a",planned c!i#ical pa#h* Man'
con#!ac#" !e$i!e #ha# #he con#!ac#o!
demon"#!a#e #ha# #he claimed dela'
e%en#" impac#ed #he p!ojec# comple,
#ion da#e) &hich i" d!i%en b' #he a",
b$il# c!i#ical pa#h o! longe"# pa#h #o
comple#ion* The calc$la#ion of #he a",
b$il# c!i#ical pa#h i" al"o e""en#ial fo!
pe!fo!ming collap"ed a",b$il# o! b$#,fo!
"ched$le anal'"e") a" de"c!ibed in
AACE International Recommended
Practice !#R-") Forensic Schedule
Analysis, Method Implementation Pro-
tocols 3.8 and 3.9) fo! modeled) "$b,
#!ac#i%e dela' anal'"e"* Ho&e%e!) a"
ackno&ledged in RP No* /5R,-0) S$b,
"ec#ion 1*0*C) #he!e p!e"en#l' i" no con,"en"$" among p!ac#i#ione!" !ega!ding a
common "e# of logic !$le" fo! acc$,
!a#el' de#e!mining #he a",b$il# c!i#ical
pa#h beca$"e ac#$al da#e" o%e!!ide
floa# %al$e"* Thi" a!#icle p!e"en#" p!o,
po"ed g$ideline" fo! calc$la#ing #he a",
b$il# c!i#ical pa#h*
Verifying the Accuracy ofthe As-Built Schedule
The calc$la#ion of #he a",b$il# c!i#,
ical pa#h !e$i!e" #ha# an acc$!a#e a",
b$il# "ched$le fi!"# be de%eloped* To
%e!if' #he !eliabili#' of #he a",b$il#
"ched$le) con#empo!aneo$" p!ojec#
!eco!d" "ho$ld be !e%ie&ed #o confi!m
#he acc$!ac' of #he ac#$al da#e"* An'
nece""a!' co!!ec#ion" #o ac#$al da#e"
and p!og!e"" pe!cen# comple#e %al$e"
"ho$ld be doc$men#ed ba"ed on con,
#empo!aneo$" p!ojec# da#a "$ch a"
dail' !epo!#") mon#hl' p!og!e"" !e,po!#") mee#ing min$#e") pa'men# ap,
plica#ion") d!a&ing log") "$bmi##al log")
"$pe!in#enden# log") and p!og!e"" pho,
#og!aph"* Source Validation Protocols
2.2 and 2.3 of AACE International Rec-
ommended Practice !#R-") Forensic
Schedule Analysis) p!o%ide p!oced$!e"
fo! $"ing a",b$il# "ched$le "o$!ce doc,
$men#a#ion #o !econ"#!$c#) %alida#e)
and !ec#if' a",b$il# "ched$le" and
"ched$le $pda#e"*
Converting As-Planned Logic
to As-Built Logic
Af#e! #he a",b$il# "ched$le da#e"
a!e %alida#ed and !ec#ified) i# i" nece",
"a!' #o !e%ie& #he !ea"onablene"" of
#he a",b$il# "ched$le logic* Wo!k ac#i%,
i#ie" ma' ha%e been pe!fo!med o$#,of,
"e$ence f!om #he a",planned logic*
Me#hod Implemen#a#ion P!o#ocol
0*4*K*/ of AACE International Recom-
TECHNICAL ARTICLE
Calculating the
As-Built Critical PathAndrew Avalon, PE PSP
Abstract: The a",b$il# c!i#ical pa#h of a p!ojec# "ched$le can be de#e!minedb' de%eloping a",b$il# calc$la#ion "ched$le" fo! each !ele%an# "ched$leanal'"i" pe!iod* An a",b$il# calc$la#ion "ched$le !emo%e" %e!ified ac#$alda#e" f!om #he "ched$le and !e%i"e" #he ac#i%i#' and lag d$!a#ion" #o be e$al#o #he ac#$al d$!a#ion"* The c!ea#ion of #he a",b$il# calc$la#ion "ched$le en,able" #he CPM "ched$ling "of#&a!e #o #hen calc$la#e #he a",b$il# c!i#ical pa#h*To p!ope!l' c!ea#e an a",b$il# calc$la#ion "ched$le) i# i" nece""a!' #o de#e!,mine #he d!i%ing p!edece""o! !ela#ion"hip" in #he a",b$il# "ched$le &hen#he!e a!e m$l#iple p!edece""o!" #o an ac#i%i#'* If a p!edece""o! i" no# d!i%ing)#he ac#$al lag d$!a#ion "ho$ld be !ed$ced #o #he o!iginall' planned lag %al$e#o c!ea#e floa# in #he a",b$il# calc$la#ion "ched$le* If #he de#e!mina#ion of d!i%ing p!edece""o! !ela#ion"hip" i" no# pe!fo!med) all ac#i%i#ie" in #he a",b$il# calc$la#ion "ched$le &o$ld ha%e (e!o #o#al floa# and &o$ld be e$all'c!i#ical* Thi" a!#icle p!e"en#" p!oced$!e" #o en"$!e #ha# #he a",b$il# d!i%inglag %al$e" a!e de#e!mined objec#i%el' #o a%oid incon"i"#en# o! "$bjec#i%e a","e""men#" in calc$la#ing #he a",b$il# c!i#ical pa#h* Thi" a!#icle &a" fi!"# p!e,"en#ed a" PS*.35. a# #he /-.1 AACE In#e!na#ional Ann$al Mee#ing in Ne&O!lean"*
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8/18/2019 Cost Engineering March-April 2015
16/4814 COST ENGINEERING MARCH-APRIL 4236
mended Practice 2"R-0* Forensic
Schedule Analysis* p!o%ide" p!oced$!e"
fo! con%e!#ing a".planned logic #o a".
b$il# logic+ In "ome ca"e"* #he ac#$al "e.
$ence of &o!k and #he !ela#ion"hip"
be#&een ac#i%i#ie" ma( be diffe!en#
f!om #he planned "e$ence of &o!kand ac#i%i#( !ela#ion"hip"+ The!efo!e*
#he logic !ela#ion"hip" be#&een #he ac.
#i%i#ie" in #he a".b$il# "ched$le a# #he
end of each &indo& ma( be diffe!en#
f!om #he planned logic !ela#ion"hip" a#
#he "#a!# of #he &indo&+ Acco!dingl(* if
#he ac#$al "e$ence of &o!k indica#e"
#ha# diffe!en# logic !ela#ion"hip" be.
#&een ac#i%i#ie" a!e &a!!an#ed* #he
"ched$le logic "ho$ld be adj$"#ed #o
!ep!e"en# #he a".b$il# condi#ion" and
#he logic !e%i"ion" "ho$ld be doc$.
men#ed+
Ac#i%i#ie" #ha# ha%e o$#.of."e.
$ence logic &i#h long nega#i%e lag %al.
$e" #ha# &e!e comple#ed o! &e!e
in.p!og!e"" &i#hin each "ched$le anal(.
"i" &indo& "ho$ld be iden#ified+ G$ide.
line" fo! co!!ec#ing o$#.of."e$ence
logic &i#h long nega#i%e lag" a!e de.
#ailed in #he follo&ing pa!ag!aph"+
Of#en la!ge nega#i%e lag !ela#ion.
"hip" ma( e'i"# in #he a".b$il# "ched$le
#ha# "#em f!om #he a".planned "ched.
$le logic+ To mo!e acc$!a#el( model #he
ac#$al &o!k "e$ence" in each "ched.
$le anal("i" &indo&* adj$"#men#"
"ho$ld be made #o #he a".b$il# "ched.
$le logic #o !eplace o$#.of."e$encelogic and la!ge nega#i%e lag %al$e" 0e+g+*
g!ea#e! #han 36 &o!k da("1 &i#h mo!e
!ea"onable logic #ie"+ While #he con.
#!ac#o!," o!iginal logic "ho$ld be $"ed
&he!e%e! po""ible* #he follo&ing g$ide.
line" a!e !ecommended &hen anal()ing
and !ec#if(ing o$#.of."e$ence logic !e.
"$l#ing f!om #he a".b$il# da#e condi.
#ion"+
Guideline 1/If #he a".b$il# da#e condi.
#ion" p!od$ced a long nega#i%e fini"h.
#o."#a!# 0FS1 !ela#ion"hip* &he!e
p!ac#ical* change #he long nega#i%e FS
!ela#ion"hip #o a "ho!# po"i#i%e "#a!#.#o.
"#a!# 0SS1 !ela#ion"hip* a" "ho&n in fig.
$!e 3+
Guideline 2/If #he a".b$il# da#e condi.
#ion" p!od$ced a long nega#i%e FS !ela.
#ion"hip and g$ideline 3 &o$ld p!od$ce
a nega#i%e SS !ela#ion"hip* &he!e p!ac.
#ical* change #he long nega#i%e FS !ela.
#ion"hip #o a "ho!# po"i#i%e fini"h.#o.fin.
i"h 0FF1 !ela#ion"hip* a" "ho&n in fig$!e
4+
Guideline /If #he a".b$il# da#e condi.
#ion" p!od$ced a long SS !ela#ion"hipand #he a".b$il# condi#ion" allo& fo! a
!ea"onable and "ho!#e! FS !ela#ion"hip*
#hen* &he!e p!ac#ical* change #he long
SS !ela#ion"hip #o a "ho!# FS !ela#ion.
"hip+ Fo! e'ample* a SS 756 da( !ela.
#ion"hip be#&een #&o ac#i%i#ie" in #he
a".b$il# condi#ion co$ld be changed #o
a FS 732 da( !ela#ion"hip be#&een #he
"ame p!edece""o! and "$cce""o! ac#i%.
i#ie"* a" "ho&n in fig$!e 5* e'ample A+
In o#he! ca"e"* a "ho!# nega#i%e FS lag
ma( be mo!e !eali"#ic fo! modeling ac.
#$al &o!k "e$ence" #han a long SS lag*
a" "ho&n in fig$!e 5* e'ample B+
Guideline !/If #he a".b$il# da#e condi.
#ion" p!od$ced a long FF !ela#ion"hip
and allo& fo! a !ea"onable FS #ie* #hen*
&he!e p!ac#ical* change #he FF !ela#ion.
"hip #o a FS !ela#ion"hip+ Fo! e'ample*
a FF 766 da( !ela#ion"hip be#&een #&o
ac#i%i#ie" in #he a".b$il# condi#ion co$ld
Figure 1 — Out-of-Sequence Logic Correction: Guideline No. 1
-
8/18/2019 Cost Engineering March-April 2015
17/48COST ENGINEERING MARCH)APRIL .,-0
be changed !o a FS 1-, da& rela!ionhip
be!$een !he ame predeceor and
"cceor ac!i#i!ie' a ho$n in fig"re
/' e%ample A( If !he a*b"il! condi!ion
$o"ld prod"ce a long nega!i#e FS rela*
!ionhip' for $hich !he abol"!e #al"e
of !he lag d"ra!ion i grea!er !han !hepoi!i#e FF lag #al"e' !hen !he e%i!ing
FF rela!ionhip ho"ld be re!ained' a
ho$n in fig"re /' e%ample B(
Guideline 5+If !he $ork ac!i#i!ie $ere
performed ignifican!l& o"!*of*e*
q"ence and !he a*b"il! da!e condi!ion
do no! allo$ for a reaonable FS' SS'
and)or FF !ie' !hen remo#e !he inappro*
pria!e predeceor logic and replace
!he rela!ionhip $i!h a differen!' more
reaonable predeceor ac!i#i!& rela*
!ionhip( To elec! a more reaonable
predeceor ac!i#i!& !o replace !he in*
appropria!e predeceor' $here prac!i*
cal' !race !he ne!$ork logic preceding
!he inappropria!e predeceor !o iden*
!if& a more appropria!e predeceor
earlier in !he logic chain and !hen reap*
pl& g"ideline - !hro"gh / !o de!ermine
!he appropria!e logic !ie(
When con#er!ing !he a*planned
logic !o !he a*b"il! logic' i! i generall&
preferred !o elec! logic rela!ionhip
$i!h hor!er lag d"ra!ion ra!her !han
longer lag d"ra!ion' baed on a com*
parion of !he abol"!e #al"e of !he
lag d"ra!ion( F"r!hermore' ph&ical$ork flo$ re!rain! dri#ing !he ac!"al
deign' proc"remen!' con!r"c!ion' and
commiioning ac!i#i!& eq"ence
ho"ld go#ern !he rec!ifica!ion of !he
a*b"il! logic( The p"rpoe of !he a*
b"il! logic rec!ifica!ion i !o reali!icall&
model !he $ork eq"ence rela!ionhip
for ho$ !he projec! $a ac!"all& b"il!(
When making !he abo#e a*b"il!
logic adj"!men!' i! i necear& !o
iden!if& and correc! an& open*end cre*
a!ed $hile correc!ing !he o"!*of*e*
q"ence logic( The logic ho"ld be
checked in !he a*b"il! calc"la!ion
ched"le !o en"re !ha! no ac!i#i!ie
ha#e open*end( If ne$ open*end are
iden!ified' appropria!e logic !ie ho"ld
be added !o cloe !he open*end(
Finall&' if Prima#era or imilar of!*
$are i "ed !o de#elop !he a*b"il!
ched"le and !he progre o#erride cal*
c"la!ion mode i "ed' i! ma& be nece*
ar& !o iden!if& and correc! !he logic for
an& ac!i#i!ie $i!h effec!i#e open*end
beca"e of progre o#erride( The
progre o#erride calc"la!ion mode ig*
nore logic rela!ionhip and allo$ an
ac!i#i!& $i!h progre !o con!in"e e#en
if i! predeceor ha#e no! finihed(Baed on !he a*b"il! da!e and calc"*
la!ed progre panning a ched"le
$indo$ da!a da!e' ome !ak ac!i#i!ie
ma& ha#e effec!i#e open*end beca"e
of !he progre o#erride ched"le cal*
c"la!ion e!!ing( When ched"le ac!i#i*
!ie are $orked o"!*of*eq"ence' !he
progre o#erride fea!"re n"llifie !he
predeceor*!o*"cceor logic for ac*
!i#i!ie !ha! !ar!ed o"!*of*eq"ence'
and !hen allo$ !he la!e finih da!e for
!hee ac!i#i!ie !o lip !o !he comple*
!ion da!e of !he la!e! finihing ac!i#i!&
for !he projec!( Thi condi!ion i no! re*
ali!ic or reaonable and !he re"l!ing
la!e da!e and correponding floa! #al*
"e are incorrec!( Therefore' ac!i#i!ie
$i!h effec!i#e open*end beca"e of
!he progre o#erride calc"la!ion mode
for each anal&i $indo$ ho"ld be
iden!ified and appropria!e logic adj"!*
men! ho"ld be made !o elimina!e !he
Figure 2 — Out-of-Sequence Logic Correction: Guideline No. 2
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18/4816 COST ENGINEERING MARCH%APRIL )'(*
open&ends$The specific logic modifications
performed to correct an" out&of&se&
quence logic or to close effective open&
ends in each schedule anal"sis indo
should be documented in conjunction
ith rectif"ing the as&built logic$ An"
assumptions made and procedures fol&
loed hile correcting the as&built
logic should be documented to ensure
consistenc" and avoid subjectivit" dur&
ing the rectification process$
Creating an AsBuilt Calculation
Schedule for Each Schedule
Analysis Window
After verif"ing the accurac" of the
as&built schedule dates and correcting
an" out&of&sequence as&built logic ties#
an as&built calculation schedule can be
developed for each schedule anal"sis
indo$ A indos&based anal"sis is
often preferred over a single anal"sis of
the entire project duration to better ac&count for ho the critical path changed
over time$ The purpose of the as&built
calculation schedule is to calculate the
as&built critical and near&critical paths
and as&built float values$ The selection
of the schedule anal"sis indos is
t"picall" based on the availabilit" of the
schedule updates# ke" contractual
events and issues# changes in the criti&
cal path# and cost and time considera&
tions$
In commonl" used scheduling soft&
are# such as Primavera# actual dates
override the schedule logic and the ac&
tual start and finish dates of activities
become fi!ed regardless of the logic
hen actual dates are input to record
as&built progress$ Therefore# the as&
built critical path and float values#
hich can onl" be determined from the
schedule logic# are not provided b" the
softare calculations for the ork that
as performed prior to the data date$The critical path and float values are
onl" displa"ed for ork "et to be per&
formed after the data date$
To create an as&built calculation
schedule# it is necessar" to destatus the
as&built schedule b" removing the ac&
tual dates from the activities in
progress during the schedule anal"sis
indo and inputting actual activit"
and lag durations and progress percent
complete values$ The start and finish
dates in an as&built calculation schedule
are driven b" as&built schedule logic# as&
built activit" durations# and as&built
percent complete values for the activi&
ties in each schedule anal"sis indo$
The as&built logic# driving lag values# ac&
tual durations# and percent complete
values are input into the as&built calcu&
lation schedule such that the" generate
the same earl" start and earl" finish
dates for activities as the" actuall"
Figure " ! OutofSequence Logic Correction: Guideline No. "
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19/48COST ENGINEERING MARCH'APRIL +)*-
started and finished during each in(do$ The as(built calculation schedule
also calculates the same forecasted
start and finish dates for activities be(
!ond the end of the schedule anal!sis
indo$
Figures .# /# and 0 summari"e
three basic steps for creating an as(built
calculation schedule$ In figure .# step *
involves the identification of the as(
built dates for the activities ithin the
schedule anal!sis indo$
In figure /# step + involves the cal(
culation of the as(built activit! and lag
durations for the activities ithin the
schedule anal!sis indo$
In figure 0# step ,# the actual dates
are removed and the actual activit! and
lag durations and percent complete val(
ues are input into the schedule such
that the scheduling softare calculates
the start and finish dates of the activi(
ties to be the same as the as(built start
and finish dates$ The removal of the ac(tual dates is referred to as destatusing
the schedule$
The Destatusing Procedure
The schedule is destatused b!
moving the data date in the as(built cal(
culation schedule from the end of the
schedule anal!sis indo to the begin(
ning of the schedule anal!sis indo$
Figure 1 presents the potential activit!
date condition# here the schedule
being anal!"ed contains unfinished ac(
tivities and the anal!sis period begins
later than the project start date$
The actual date conditions and cor(
responding actions for destatusing
schedule activities occurring ithin
each schedule anal!sis indo are
summari"ed in table *$
All actual dates prior to the desta(
tused data date are not changed and
this portion of the schedule remains
statused ith actual dates$ All forecastdates after the end(of(indo data
date also remained unchanged$
As noted in table *# the percent
complete and remaining duration val(
ues need to be computed for activities
having the date conditions of activities
D and F$ Source validation protocol
2.3.D.1.a of AACE International Rec"
ommended Practice %(R"$ Forensic
Schedule Analysis# discusses the %hind(
sight& method for calculating remaining
durations based on actual dates and
durations$ The computed percent com(
plete and remaining duration values
should be input into the as(built calcu(
lation schedule to maintain the as(built
schedule activit! start and finish dates$
At this point in the development of
the as(built calculation schedule# the
original and remaining durations of all
activities are correctl! adjusted but the
lag durations for each relationship have
Figure ' # Out"of"Sequence Logic Correction Guideline No! '
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20/4818 COST ENGINEERING MARCH/APRIL 2015
Figure ! — As-Built Calculation Schedule Creation: Step 1
Figure — Out-of-Sequence Logic Correction: Guideline No.
-
8/18/2019 Cost Engineering March-April 2015
21/48COST ENGINEERING MARCH&APRIL *()+
not "et been adjusted to maintain the
as'built schedule actiit" start and finish
dates% The earl" dates of the actiities
that hae been conerted from actual
dates should match the as'built sched'
ule dates% The goal is to quantif" the lag
durations required to drie the original
as'built schedule dates and model this
in the as'built calculation schedule%
Each predecessor relationship must be
reie!ed for each actiit" that used to
hae an actual date but no longer does%
It is then necessar" to compute the
actual lag duration b" conerting the
beginning date for the lag into a !ork'
da" number and the ending date for
that lag into a second !orkda" number
and subtracting the t!o !orkda" al'
ues% The follo!ing formulas summari#e
the actual lag duration calculations$
Figure 7 — As-Built Calculation Schedule Creation: Step 2
Figure 8 — As-Built Calculation Schedule Creation: Step 3
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22/4820 COST ENGINEERING MARCH/APRIL 2015
Figure 9 — Activity Status Conditions for Destatusing Procedure
Table 1 — Actual Date Conditions and Corresponding Actions for Destatusing Schedule Activities
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23/48COST ENGINEERING MARCH"APRIL &$%'
Finish-to-Start Lag Duration # Succes-
sor Start Date - Predecessor Finish Date
- 1 day
equation 1
Start-to-Start Lag Duration # Successor
Start Date - Predecessor Start Date
equation 2
Finish-to-Finish Lag Duration # Succes-
sor Finish Date - Predecessor Finish
Date
equation
Start-to-Finish Lag Duration # Succes-
sor Finish Date - Predecessor Start Date
" 1 day
equation !
If using Primavera scheduling soft#
ware calendar rules the activity calen#
dar for the predecessor activity should
be used in performing the conversion of
an activity date to a workday number! If
the activity date is an actual start and
falls on a non#workday then the next
higher workday is used! If the activity
date is an actual finish and the date falls
Table 2 — Sample Driving Lag Calculations
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24/4822 COST ENGINEERING MARCH,APRIL 3124
on a non-"orkda$& then the ne#t lo"er
"orkda$ is sed( The calclated actal
lag drations are then inpt into the as-
bilt calclation schedle(
After performing the actions in
table 2& the reslting as-bilt calcla-
tion schedle "ill ha!e a ne" data date
at the beginning of the schedle anal$-
sis "indo" and the calclated start and
finish dates of each acti!it$ "ithin the
anal$sis period "ill be adjsted to
match the actal conditions sho"n in
the as-bilt schedle(
Driving Predecessor
Lag Determinations
To properl$ create an as-bilt cal-
clation schedle& it is necessar$ to de-
termine the dri!ing predecessor
relationships in the as-bilt schedle
"hen there are mltiple predecessorsto an acti!it$( If a predecessor is not
dri!ing& the actal lag dration shold
be redced to the originall$ planned
lag !ale to create float in the as-bilt
calclation schedle(
The actal lag dration for each re-
lationship "ithin the schedle anal$sis
"indo" shold be calclated bt it is
not necessar$ to appl$ all of the actal
lags to all relationships in the as-bilt
calclation schedle( If all lags in the
as-bilt calclation schedle are con-
!erted into the actal lags& the acti!it$
dates in the as-bilt calclation sched-
le "old be correct bt all acti!ities
"old ha!e %ero total float and the en-
tire schedle net"ork "old be on the
as-bilt critical path(
To determine the *dri!ing+ rela-
tionship& the shortest dration !ariance
bet"een the planned lag and the ac-
tal lag for each predecessor to a sc-
cessor shold be calclated( In other
"ords& it is necessar$ to identif$ the
predecessor tie that most probabl$
cased the sccessor acti!it$ to start or
finish based on the *closest+ predeces-
sor to the sccessor acti!it$ "ith con-
sideration for planned lag drations( If
the !ariance bet"een the planned lag
and the actal lag is negati!e& then the
relationship mst become a dri!ing re-
lationship to maintain the correct as-
bilt dates in the as-bilt calclation
schedle( If mltiple relationships ha!e
the eqall$ shortest !ariance bet"een
the planned /contractor defined0 lag
and the actal lag& then all relation-
ships "ith the eqall$ shortest !ariance
are designated as dri!ing relationships(
The actal lag shold onl$ be inpt
for dri!ing relationships and the non-
dri!ing lag drations shold be left as
originall$ inpt in the contractor)s plan(
To ensre that the as-bilt calclation
schedle dri!ing lag !ales are deter-
mined objecti!el$& and to a!oid incon-
sistent or sbjecti!e assessments in
de!eloping the as-bilt critical path&
the follo"ing procedre is sed'
. When there are mltiple prede-
cessor acti!ities to a sccessor ac-
ti!it$& the predecessor "ith the
smallest !ariance bet"een the ac-
tal lag and the planned lag issed as the dri!ing predecessor
and all other positi!e lags for pred-
ecessors to the same sccessor
are reset to the planned lag !ale
contained in the !erified as-bilt
schedle( The planned lag t$picall$
is the lag !ale inpt contempora-
neosl$ b$ the project schedler&
or ma$ be a lag dration that has
been rectified b$ the schedle an-
al$st based on docmented facts
regarding the reasonable lag dra-
tion reqired bet"een t"o acti!i-ties(
. If a sccessor acti!it$ has onl$ one
predecessor& then the actal lag
!ale mst be sed as the dri!i