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Level: Intermediate
TCM Section(s):
2.4. Project Control Process Map
7.1. Project Scope and Execution Strategy Development
Venue: 2020 AACE International Conference & Expo
Abstract: Project controls is the process involved with tracking, review, and management of information needed to meet desired performance objectives.Controls in project management terms can mean the collection of processes for schedule controls, cost controls, change management, and more.
On most commercial construction projects, one or all such controls are in place and practiced to some extent.However, the rigor of their management varies between companies and from project to project.
A critical missing piece on too many projects is the lack of integration between these processes. The reason often cited among general or specialty trade partners is that integrating is data-heavy and cumbersome and is overkill for most commercial projects. The result is an accepted level of inefficiency and apathy to the effect this condition has upon project delivery. Efficiencies achieved by using integrated controls are never measured or apparent. This paper discusses the need for a standard integrated control process for construction projects that achieves efficiencies greater in value than the dollars being spent to carry out these controls.
TCM Section(s):
2.4. Project Control Process Map
7.1. Project Scope and Execution Strategy Development
Venue: 2020 AACE International Conference & Expo
Abstract: Project controls is the process involved with tracking, review, and management of information needed to meet desired performance objectives.Controls in project management terms can mean the collection of processes for schedule controls, cost controls, change management, and more.
On most commercial construction projects, one or all such controls are in place and practiced to some extent.However, the rigor of their management varies between companies and from project to project.
A critical missing piece on too many projects is the lack of integration between these processes. The reason often cited among general or specialty trade partners is that integrating is data-heavy and cumbersome and is overkill for most commercial projects. The result is an accepted level of inefficiency and apathy to the effect this condition has upon project delivery. Efficiencies achieved by using integrated controls are never measured or apparent. This paper discusses the need for a standard integrated control process for construction projects that achieves efficiencies greater in value than the dollars being spent to carry out these controls.