Chris Carson FRICS, FAACE, FGPC, PSP, DRMP, CEP, CCM, PMP

While misinformation and poor schedule analysis conclusions can plague construction
managers, some of the analysis and reporting problems are significant enough that
they rise to the level of “lies.” Understanding the most frequently encountered lies will
help construction managers and owners to better understand when there is a need to
examine the analysis or schedule review reports at a much deeper level. This article will
discuss the ten biggest lies in project controls that… Show more

While misinformation and poor schedule analysis conclusions can plague construction
managers, some of the analysis and reporting problems are significant enough that
they rise to the level of “lies.” Understanding the most frequently encountered lies will
help construction managers and owners to better understand when there is a need to
examine the analysis or schedule review reports at a much deeper level. This article will
discuss the ten biggest lies in project controls that the authors have encountered over
the course of their careers. These lies will be examined using “lessons learned” from
both a project management and a claims perspective. This perspective should provide
a deeper understanding of the principal areas of schedule analysis and prepare the CM
or owner to better question and review the statements. This article was first presented
as CSC.2436 at the 2017 AACE International Annual Meeting. Show less

In order to be an effective member of the project management team, it takes good soft skills. These soft skills are necessary to be effective, if the PM team is to listen to recommendations from project controls. Whether its planning projects, capturing update information, addressing risks, discussing corrective actions, or providing claims avoidance support, if the PC expert is not also an expert in soft skills, the value is greatly reduced. This article provides some recommendations for those… Show more

In order to be an effective member of the project management team, it takes good soft skills. These soft skills are necessary to be effective, if the PM team is to listen to recommendations from project controls. Whether its planning projects, capturing update information, addressing risks, discussing corrective actions, or providing claims avoidance support, if the PC expert is not also an expert in soft skills, the value is greatly reduced. This article provides some recommendations for those skills, personality testing such as the Meyers-Briggs Personality Profile, that are necessary to supplement the technical skills, and offers ways to both train and test for the necessary soft skills. Show less

This SEI (Scheduling Excellence Initiative) collaboration with the PMI Scheduling Community of Practice provides readers with a reference guide that is like having an experienced scheduling professional at hand.
The book itself is laid out in a way that follows the phases of building a project schedule: from project planning to project definition and schedule design, to development, maintenance, and usage of the schedule.

Each of these six sections, from planning through usage, is… Show more

This SEI (Scheduling Excellence Initiative) collaboration with the PMI Scheduling Community of Practice provides readers with a reference guide that is like having an experienced scheduling professional at hand.
The book itself is laid out in a way that follows the phases of building a project schedule: from project planning to project definition and schedule design, to development, maintenance, and usage of the schedule.

Each of these six sections, from planning through usage, is broken up into separate categories for detailed discussion and for easy reference:
•Definition – defining the topic term
•Purpose – establishing why the topic is used in the planning and scheduling process
•Default Conditions – establishing the conditions under which the topic is used and implemented
•Best Practices – establishing how the topic is used, the application options, and ways the topic is used, including evaluations of the various practices
•Recommended Practices – establishing preferred application or implementation methods, if any
•Advisories – establishing what should be avoided in the implementation, and providing lessons learned from the contributors

As a reference manual, CPM Scheduling for Construction: Best Practices and Guidelines is indispensable to assist schedule technicians and project managers step-by-step in the process of developing, analyzing, and maintaining a project schedule. Show less

"Hiring a professional construction manager early in the project yields multiple opportunities and impressive savings that are lost if not handled appropriately before design starts. This article explores one aspect of this value, the CM’s role in cost management during the pre-design phase."
It’s excerpted from paper that was presented at CMAA’s National Conference & Trade Show in October.

Too many projects start without approved schedules, and sometimes the schedules are never approved. This raises risks to both the Contractor and the Owner. However, if the risks of approving the schedule are higher than the risks and benefits to the project of approving that schedule, the schedule should be rejected. In the case of rejection, knowing what to do and how to deal with a project that does not have an approved schedule in place can be very important to the success of the project… Show more

Too many projects start without approved schedules, and sometimes the schedules are never approved. This raises risks to both the Contractor and the Owner. However, if the risks of approving the schedule are higher than the risks and benefits to the project of approving that schedule, the schedule should be rejected. In the case of rejection, knowing what to do and how to deal with a project that does not have an approved schedule in place can be very important to the success of the project and protection of the two party’s interests. This paper addresses the very difficult choices when a schedule is submitted that is substandard and should not be approved. Show less

Stipulated sum open market bidding for design-bid-build is still a popular way to handle project delivery. In this highly competitive market, the primary qualification is financial, proven by the ability to post a bid bond, and once that hurdle is met, the contractor is selected by the apparent low bid.
In the author’s 25 years of experience in various roles in estimating, from materials surveyor to bid captain, he developed a process that could be implemented on all bids, and would allow… Show more

Stipulated sum open market bidding for design-bid-build is still a popular way to handle project delivery. In this highly competitive market, the primary qualification is financial, proven by the ability to post a bid bond, and once that hurdle is met, the contractor is selected by the apparent low bid.
In the author’s 25 years of experience in various roles in estimating, from materials surveyor to bid captain, he developed a process that could be implemented on all bids, and would allow for the best possible low bid while still working with a solid base of subcontractors. The process allows for quick resolution of subcontractor selections, achieving this goal at bid time, and allowing the project planning to start immediately after NTP without an extensive process of buy-out.
This process covers the entire bidding portion of the procurement from initial choice of projects to bid to scope of work evaluations, and at the same time eliminates the need to engage in the risky and potentially unethical bid shopping negotiations with subcontractors.
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What happens when an owner impact extends the time that a subcontractor must remain on the job, but doesn't extend the project completion date? This article discusses the issues, examines existing case law, establishes how experts analyze and prove subcontractor delays, and provides an example of an analysis for this condition.

The last one percent of a project can be the most difficult portion to execute. Substantial
completion is often the first milestone associated with delay computations. The necessary
work that completes the project allowing final completion is often referred to as “punchlist”
work, but it is usually the last thing on the minds of the project management team at the beginning
of a project, which means that it can be the most difficult portion of a project to schedule.
Punchlist work… Show more

The last one percent of a project can be the most difficult portion to execute. Substantial
completion is often the first milestone associated with delay computations. The necessary
work that completes the project allowing final completion is often referred to as “punchlist”
work, but it is usually the last thing on the minds of the project management team at the beginning
of a project, which means that it can be the most difficult portion of a project to schedule.
Punchlist work can be a source of disputes regarding the final quality of the work, the timing of
occupancy, the start of warranty periods, and the assessment of delay costs or liquidated damages.
Many of these activities involve other terms used in scheduling, such as beneficial occupancy,
building commissioning and final inspection, confusing the completion issues. In what has become
a tradition at AACE International, the authors have prepared to debate these topics at the
2009 Annual Meeting. This paper presents an overview of the issues for the debate. This article
was first published as PS.14 in the 2009 AACE International Transactions. Show less

Session featuring the North Terminal Development Program at Miami International Airport, with the Owner represented by Tina Millan Clegg, the Program Manager represented by Fernando Gavarrete, Heery/S&G, the Claims Avoidance Project Controls Service Provider, represented by Jim Thompson of Alpha Corporation. This is one of the largest and most complex aviation programs in the U.S.

Session featuring the North Terminal Development Program at Miami International Airport, with the Owner represented by Tina Millan Clegg, the Program Manager represented by Fernando Gavarrete, Heery/S&G, the Claims Avoidance Project Controls Service Provider, represented by Jim Thompson of Alpha Corporation. This is one of the largest and most complex aviation programs in the U.S.

Paper on processes and methods for successful schedule development.

Paper on the concepts and requirements of schedule design.