Guild of Project Controls Compendium and Reference

Posted Wed, 2014-07-02 12:06 by PP Admin

00 BACKGROUND & PURPOSE

The COMPENDIUM and REFERENCE (CaR) is a document which forms THE GUILD STANDARDS. We have where possible offered advice as to previously written material which is in the public domain and proven to be of such quality that it can be used as a reliable reference of "best tested and proven practice". The CaR forms the knowledge domains and reference for all Guild Certifications and is a living document being continually improved, supplemented and updated by the Guild community to reflect improvements to practices, opinions and methods in our chosen profession.

The Guild is ready to receive suggestions at any time for updates to the CaR Standards - Read Me

01 MANAGING PROJECT CONTROLS

Module 01-1 - Introduction to Managing Project Controls THE PURPOSE... The 10,000 metre, 1,000 metre, 100 metre and Working Level view THE PROCESS - THE "10,000 METRE VIEW"... Enterprise Organizational Grand Strategies Organizational Policies, Practices And Procedures, Stakeholder Expectations The Asset Lifespan, The Portfolios Of Assets, Portfolios Of Projects The Project Life Span & The Project Controls Life Span Involvement Of Cost Engineer / Business Analyst / Systems Engineering The Decision Support Packages (DSP) & The Go / No Go Decision The Phases Of The Asset And Project Life Span / Life Cycle THE PROCESS - THE "1,000 METRE VIEW"... The Building Block Approach, Continuous Process Improvement / Lessons Learned The Project Management Processes THE PROCESS - THE "100 METRE VIEW"... The Managing Project Controls Process Map THE PROCESS - THE "GROUND or WORKING LEVEL VIEW"... The Managing Project Controls Process Maps defined and explained BACKGROUND INFORMATION FOR MANAGING PROJECT CONTROLS... Project Controls Organisation Structures; Organizational, Departmental or PMO Center of Excellence / Center of Competency, Project Controls Career Path The Ideal Project Controls Organization Structure	Rev 1.07
Module 01-2 - Develop the Project Controls Policies & Procedures Manual Formatting Your Standard Operating Procedure Writing your Standard Operating Procedure Maintaining and Updating your Standard Operating Procedure	Rev 1.00
Module 01-3 - Developing the Project Controls Plan The Inputs to the Project Controls Plan / Process	Rev 1.00
Module 01-4 - Executing the Project Controls Plan Executing the Plan to Control the Project	Rev 1.00
Module 01-5 - Controlling the Project Controls Plan Managing / Controlling the Plan to Control the Project	Rev 1.01
Module 01-6 - Closing the Project Controls Plan Closing Out / Lessons Learned from the Plan to Control the Project	Rev 1.00

02 MANAGING PEOPLE

Module 02-1 - Introduction to Managing People The Purpose of Managing People The Process of Managing People Background Information for Managing People	Rev 1.02
Module 02-2 - Develop the Project Controls Career Path Development Plan Career Path Progression Knowledge and Competencies Assessment Map Competency of Training Providers and their Trainers	Rev 1.02
Module 02-3 - Developing Individual Competencies Inter-personal Skills Intra-personal Skills Technical Competencies of Project Controls Professionals Measuring and Assessing Competency Communications Monitoring and Controlling Communications	Rev 1.02
Module 02-4 - Developing Management Competencies Understanding Management Theory Management Pioneers Modern Functions of Management Defining Management ‘soft skills’ Decision Support and Decision Making	Rev 1.02
Module 02-5 - Developing Organisational Competencies Organizational Culture Creating and Marinating a Corporate Culture Project Management Offices Supporting the Project Management Team	Rev 1.02
Module 02-6 - Identifying And Engaging Stakeholders Stakeholders Identified Defining “Success” Stakeholder Theory Six Types or Categories of Stakeholder Ethics for Project Control Professionals Use of the Logical Framework Approach Negotiation	Rev 1.02

03 MANAGING SCOPE

Module 03-1 - Introduction to Managing Scope The Purpose of Managing Scope The Process of Managing Scope Background Information for Managing Scope	Rev 1.04
Module 03-2 - Developing the Scope Management Policies & Procedures Manual Formatting Your Standard Operating Procedure Writing your Standard Operating Procedure Maintaining and Updating your Standard Operating Procedure	Rev 1.02
Module 03-3 - Validate Stakeholder Expectations Validation (vs. Verification) Assumption Testing Risk Profiling	Rev 1.02
Module 03-4 - Creating the Work Breakdown Structure Decomposition Standardized WBS Structure Building Information Modelling (BIM)	Rev 1.01
Module 03-5 - Creating the Control Accounts The Creating the Control Accounts Process Responsibility assignment matrix (RAM) or Responsibility Accountability Charts (RACI) Work Authorization	Rev 1.01
Module 03-6 - Accepting Completed Deliverables Physical Inspections (work must be physically complete) Quality Assurance / Quality Control Contractual “shall” Clauses Substantial Completion vs. Substantial Performance Beneficial Use or Beneficial Occupancy Punch Lists / Snag List / Defects List Certificates of Completion / Certificates of Final Acceptance	Rev 1.01

04 MANAGING RISK & OPPORTUNITY

Module 04-1 - Introduction to Managing Risk & Opportunity The Purpose of Managing Risk & Opportunity The Process of Managing Risk & Opportunity Background Information for Managing Risk & Opportunity	Rev 1.01
Module 04-2 - Develop the Risk & Opportunity Policies & Procedures Manual Formatting Your Standard Operating Procedure Writing your Standard Operating Procedure Maintaining and Updating your Standard Operating Procedure	Rev 1.00
Module 04-3 - Identify Risks / Opportunities The Work Breakdown Structure Primary and Secondary Risk Analysis Brainstorming or Expert Opinion Force Field or SWOT Analysis Risk / Opportunity “Triggers” or Early Warning Signs Risk / Opportunity Categories, Risk / Opportunity Owner Internal vs. External Risk / Opportunity Systemic vs. Project Risk / Opportunity	Rev 1.00
Module 04-4 - Assess, Categorize, Prioritize And Quantify Risks or Opportunities Estimated Monetary Impact, Amount at Stake or Consequence Quantitative Probability of Event Occurring PERT Formula (Project or Program Evaluation and Review Technique), The z Tables Expected Monetary Value (EMV) Monte Carlo Simulation Ranked Ordering Using Expected Monetary Value	Rev 1.00
Module 04-5 - Risk / Opportunity Response Strategies and Tactics Risk: Avoidance, Transfer, Reduction / Mitigation & Risk Acceptance Opportunity: Exploit, Enhance, Spreading / Sharing, Ignore & Buffers vs Contingency Decision Trees Using Expected Monetary Value	Rev 1.00
Module 04-6 - Risk / Opportunity Monitoring and Control Statistical Process Control Charts (SPC) Pareto Analysis Process Capability Analysis Accuracy vs Precision vs Reliable Data Contingency Draw Down Graphs	Rev 1.00

05 MANAGING CONTRACTS

Module 05-1 - Introduction to Managing Contracts The Purpose of Managing Contracts The Process of Managing Contracts Background Information for Managing Contracts	Rev 1.02
Module 05-2 - Develop the Contracting Policies & Procedures Manual Formatting Your Standard Operating Procedure Writing your Standard Operating Procedure Maintaining and Updating your Standard Operating Procedure	Rev 1.01
Module 05-3 - Select Project Delivery Method / Contract Type Contract Types Project Delivery Methods	Rev 1.01
Module 05-4 - Tendering & Bidding The Project Tendering - Owners Perspective Bid Shopping/Bid Peddling Reverse Auctions Filed Sub Bids or Nominated Subcontractors Tendering - Contractors Perspective Contractors Cost Estimating, Budgeting and Bidding Process Contractor Bidding Strategies and Gamesmanship Agreement Notice to Proceed (NTP)	Rev 1.01
Module 05-5 - Managing the Contract (Owner & Contractor) What is a Contract?, Enforceable Contract Types of Authority, Kinds of Contracts? Change, Notification Breach of Contract, What are the DEFENSES to a Breach of Contract claim Termination, Types of Monetary Damage Awards Types of Delays Submittal of Deliverables for Acceptance Billing / Getting Paid Under the Contract Substantial Completion vs Substantial Performance, Punch Lists or Snag List Beneficial Use or Beneficial Occupancy Certificate of Completion / Certificate of Final Acceptance	Rev 1.01
Module 05-6 - Closing the Contract (Owner & Contractor) Guarantees and Warranties Letters of Final Acceptance Liens and Release of Liens Change Orders, Claims and Backcharges Resolved Training, Operating Manuals and Operator Training Completed Spare Parts, Keys, Security Badges handed over to Owner	Rev 1.01

06 MANAGING RESOURCES

Module 06-1 - Introduction to Managing Resource Acquisition / Allocation The Purpose of Managing Resource Acquisition / Allocation The Process of Managing Risk & Opportunity Background Information for Managing Risk & Opportunity	Rev 1.01
Module 06-2 - Develop the Resource Policies & Procedures Manual Formatting Your Standard Operating Procedure Writing your Standard Operating Procedure Maintaining and Updating your Standard Operating Procedure	Rev 1.00
Module 06-3 - Acquiring Manpower for the Project Local Hire Requirements / Minority Set Asides Safety, Health and the Environment (SH&E) Unions vs Non-Union, Contingent Workforce, “Independent Contractor” status Calculating Labour Productivity, Factors impacting labour productivity Learning Curves, Types of Labour, Span of Control, Matrix Management Labour Restrictions, Hours Worked per Day / Week Comparing Insource Labour vs Outsource Labour costs	Rev 1.00
Module 06-4 - Acquiring Materials for the Project Terms of Sale, Types of Material, Renewable vs Non-Renewable vs Recyclable Materials “Just in Time” material delivery, Inventory Control / Management	Rev 1.00
Module 06-5 - Acquiring Equipment for the Project Optimum Sizing & Selection of Equipment Cost of Ownership Purchase (Own) or Lease or Rent?, Types of Lease Salvage Value, Depreciation	Rev 1.00
Module 06-6 - Allocating Resources Expert Judgment Corporate Norms and Historical Records, Resource Databases, Resource Dictionaries Resource Priorities Resources, Effort and Productivity Assigning / Loading Activities with Resources CPM Schedule Analysis and Resource Limitations Automatic Resource Leveling, Manual Resource Leveling Material Supply Schedule Adjustment, Material Leveling Funding Schedule Adjustment and Cost Leveling Resource Constrained Scheduling Tools & Outputs Labour Analysis using Resource Loaded Schedules / Histograms	Rev 1.01

07 MANAGING PLANNING & SCHEDULING

Module 07-1 - Introduction to Managing Planning & Scheduling The Purpose of Managing Planning & Scheduling The Process of Managing Planning & Scheduling History of Planning & Scheduling Enterprise Plan / Integrated Master Plan, Tender / Proposal Schedule Implementation / Integrated Master Schedule As-Built Schedule Arrow Diagram or Activity-on-Arrow Method Precedence Diagram or Activity on Node Method Critical Path Method Bar or Gantt Chart vs. Time Scaled Logic Diagrams vs. Pure Logic Diagram Line of Balance / Velocity Diagram Method Linear Time & Location Method Rolling Wave Method Building Information Modelling Method Level of Schedule Detail– What, When & Who Process Map	Rev 1.03
Module 07-2 - Develop the Planning & Scheduling Policies & Procedures Manual Formatting Your Standard Operating Procedure Writing your Standard Operating Procedure Maintaining and Updating your Standard Operating Procedure	Rev 1.01
Module 07-3 - Identify / Capture all Schedule Activities Schedule Development Meetings Determine Level of Detail, Project Phasing, Weather & Other Constraints Finalise Work Breakdown Structure & Control Accounts Responsibility Assignment Matrix (RAM) Identify the Schedule Activities & Capture All Effort Activity Names Frag Nets / Templates Activity Codes Additional Schedule Coding Structures	Rev 1.01
Module 07-4 - Create the Logical Relationships & Sequence Activities Logic Relationships Defined Sequencing All Activities Predecessor and Successor Logic Redundant Logic Incomplete and Dangling Logic Summary Activities and Logic Date Constraints Lags and Leads Path Convergence	Rev 1.02
Module 07-5 - Assigning Resources to all Activities Resource Dictionaries Resources, Effort and Productivity Assigning / Loading Activities with Resources	Rev 1.02
Module 07-6 - Calculate the Duration of Each Activity Estimating Durations (Analogous, Parametric, Three Points, Bottom Up) Time vs Cost Trade-offs Learning Curves Using Calendars Activity Attribute Checklist	Rev 1.02
Module 07-7 - Calculating Float and the Critical Path The Critical Path and the Longest Path Definitions of Total Float and Free Float Calculating Float Multiple Paths Reasonableness of Float	Rev 1.02
Module 07-8 - Validate The Critical Path & Completion Dates Characteristics of a Reliable Schedule Tools & Techniques for validating the Critical Path and Completion Dates Common Barriers Impacting a Valid Critical Path and Completion Dates Optimise the Schedule for Imposed Parameters Imposed Constraints	Rev 1.02
Module 07-9 - Validate Horizontal and Vertical Integration Schedule Interfaces & Horizontal Traceability Summarising, Rolling Up / Down & Vertical Traceability	Rev 1.03
Module 07-10 - Conducting a Schedule Risk Analysis Dealing with Risks and Uncertainties Duration Risk & Uncertainty Monte Carlo Simulation Network Logic Risk & Uncertainty Merge Bias or Merge Points Schedule Contingency Approaches Prioritizing Risks Probabilistic Branching	Rev 1.01
Module 07-11 - Baselining and Communicating the Schedule Develop Written Basis and Schedule Narrative Communicate the Schedule Benchmark & Freeze the Schedule Performance Measurement Baseline	Rev 1.01

08 MANAGING PROJECT COST ESTIMATING & BUDGETING

Module 08-1 - Introduction to Managing Cost Estimating & Budgeting The Purpose of Managing Cost Estimating & Budgeting The Process of Managing Cost Estimating & Budgeting History & What is a Cost Estimate Challenges Facing Both Owner and Contractor Cost Estimators Types of Cost Estimates and Their Uses Cost Estimating Processes (Owners and Contractors)	Rev 1.04
Module 08-2 - Develop Cost Estimating & Budgeting Policies & Procedures Manual Formatting Your Standard Operating Procedure Writing your Standard Operating Procedure Maintaining and Updating your Standard Operating Procedure	Rev 1.01
Module 08-3 - Define The Estimates Purpose And Scope Of Work (Owner) Team Cost and Scheduling Meetings Determine Level of Detail, Project Phasing, Weather & Other Constraints Finalise Work Breakdown Structure & Control Accounts & Responsibility Assignment Cost Estimating Templates, Activity Codes & Additional Schedule Coding Structures	Rev 1.01
Module 08-4 - Creating The Owners Cost Estimate (Top Down) Standardized WBS Structures, Source of the Cost Data, Assumptions/Constraints Major Changes, Project Information, Cost Estimating Software Conceptual Screening - (GPC Level 1 Cost Estimate) Capacity Factored Method, Parametric Modelling or Parametric Estimate Analogy or Cost Estimate Relationship (CER) or Cost Estimating Model (CEM) Expert Opinion Technique Study or Feasibility- (GPC Level 2 Cost Estimate) Life Cycle Cost/Costing, Calculating the Total Life Cycle Cost (LCC) Equipment Factored Cost Estimating, Percentage or Ratio Factored Cost Estimate Value Analysis/Value Engineering Budget, Authorization or Control (GPC Level 3 Cost Estimate) Owner Baseline, Owner Estimate, Bid or Tender Estimate (GPC Level 4 Cost Estimate)	Rev 1.02
Module 08-5 - Define The Estimates Purpose & Interpret The Scope Of Work (Contractor) Team Cost and Scheduling Meetings Value Analysis/Value Engineering Determine Level of Detail, Project Phasing, Weather & Other Constraints Finalise Work Breakdown Structure & Control Accounts Standardized WBS Structures, Responsibility Assignment Matrix (RAM) Cost Estimating Templates (Contractors) Source of the Cost Data, Assumptions/Constraints Major Changes	Rev 1.01
Module 08-6 - Developing The Contractors Cost Estimate (Bottom Up) Bill of Quantities / Bill of Materials Contractor Cost Baseline, Bid or Tender- (GPC Level 5 Cost Estimate) What is Activity Based Costing, Components of Activity Based Costing, Case Study Producing the “S-Curve” Level of Effort Using Activity Based Management Using the Cost Estimate and Actual Costs of Work Performed (Cost Variance)	Rev 1.01
Module 08-7 - Validate The Time & Cost Trade-Offs Assumption Testing & Sensitivity Analysis Monte Carlo Simulation, PERT Analysis & Cost vs Time Trade Offs (Optimization)	Rev 1.00
Module 08-8 - Validating Horizontal And Vertical Integration Schedule & Cost Interfaces & Horizontal Traceability Summarising, Rolling Up / Down & Vertical Traceability	Rev 1.01
Module 08-9 - Conducting A Cost Risk Analysis Dealing with Risks and Uncertainties Duration Risk & Uncertainty Monte Carlo Simulation Network Logic Risk & Uncertainty Merge Bias or Merge Points Schedule Cost Contingency Approaches Prioritizing Risks Probabilistic Branching	Rev 1.01
Module 08-10 - Baselining And Communicating The Cost Estimate/Cost Budget Communicate the Cost Estimate/Cost Budget Develop Written Basis and Cost Estimate/Cost Budget Narrative Benchmark & Freeze the Schedule & Cost Performance Measurement Baseline	Rev 1.02

09 MANAGING PROJECT PROGRESS

Module 09-1 - Introduction to Managing Project Progress The Purpose of Managing Project Progress The Process of Managing Project Progress Background Information for Managing Project Progress	Rev 1.02
Module 09.2 - Develop Progress Measurement Policies & Procedures Manual Formatting Your Standard Operating Procedure Writing your Standard Operating Procedure Maintaining and Updating your Standard Operating Procedure	Rev 1.01
Module 09.3 - Capturing Progress & Updating the Schedule Measure Physical Progress Capture Actual Cost of Work Performed Status and Update the Schedule With Progress	Rev 1.04
Module 09.4 - Assessing and Interpreting Progress Data Isolate Progress from Logic Changes Assess Trends Achieved & Performance Analysis Perform Critical Path, Near-Critical Path & Non-Critical Path Analysis	Rev 1.04
Module 09.5 - Project Performance Forecasting Check Schedule Accuracy, Assess Milestones & Completion Dates The Periodic Progress Report Required Decisions by Owner	Rev 1.05

10 MANAGING PROJECT CHANGE

Module 10-1 - Introduction to Managing Project Change The Purpose of Managing Project Change The Process of Managing Project Change Background Information for Managing Project Change	Rev 1.02
Module 10-2 - Develop Managing Change Policies & Procedures Manual Formatting Your Standard Operating Procedure Writing your Standard Operating Procedure Maintaining and Updating your Standard Operating Procedure	Rev 1.01
Module 10-3 - Managing Change - The Owner’s Perspective Building Information Modelling (BIM) Integrated Project Delivery (IPD) Approach Front End Loading (FEL) Internal Change Request or Internal Change Order Change Control Boards Benefit Cost Analysis Multi-Attribute Decision Making	Rev 1.02
Module 10-4 - Managing Change- The Contractor’s Perspective Contractual Terms and Conditions Costing and Pricing Change Orders Adding Change Orders to the CPM Schedule Analysing and Reporting Change Order Impacts Using the CPM Schedule Rebaselined CPM Schedule Billing against completed Change Order Work	Rev 1.02
Module 10-5 - Configuration Management Basic Configuration Management Advanced Configuration Management Online Configuration Management Integrated Configuration Management	Rev 1.01

11 MANAGING PROJECT DATABASES

Module 11-1 - Introduction to Managing Project Databases The Purpose of Managing Project Databases The Process of Managing Project Databases Background Information for Managing Project Databases	Rev 1.02
Module 11-2 - Develop Managing Project Databases Policies & Procedures Manual Formatting Your Standard Operating Procedure Writing your Standard Operating Procedure Maintaining and Updating your Standard Operating Procedure	Rev 1.00
Module 11-3 - Designing The Project Database Designing Database Codes Designing Database Structures	Rev 1.02
Module 11-4 - Creating The Project Database Cost & Productivity Database Home Page/Demographics “Lessons Learned” Databases Source of Legal Databases Additional Cost & Productivity Databases	Rev 1.02
Module 11-5 - Updating and Using The Project Database What Fields to Update? “Real” or “Constant” currency using Purchasing Power Parity Construction Cost Indices Statistical Process Control Charts Learning Curves, Productivity and Cost Adjustment Factors	Rev 1.03

12 MANAGING PROJECT FORENSIC ANALYSIS

Module 12-1 - Introduction to Managing Forensic Analysis The Purpose of Managing Forensic Analysis The Process of Managing Forensic Analysis Background Information for Managing Forensic Analysis	Rev 1.03
Module 12-2 - Develop The Forensic Analysis Process & Procedures Manual Formatting Your Standard Operating Procedure Writing your Standard Operating Procedure Maintaining and Updating your Standard Operating Procedure	Rev 1.01
Module 12-3 - Conduct The Preliminary Analysis Record Keeping, RFI / TQ Status Reports Design / Procurement Status Short Term Programmes and Method Statements Labour Allocation Sheets, Progress Photos Progress Reporting / Requirements of Progress Report Notice of Delay / Impacts and Disruption Registers Method Statements / Phasing Diagrams Information Available, Quality Assurance or Control Records Information from Witnesses of Fact	Rev 1.00
Module 12-4 - Conduct The Schedule Analysis Selection of Experts The As-Planned Programme or Schedule The As-Built Programme or Schedule and As-Built Records The Use of Critical Path Analysis The Use of Window Periods in Analysis Acceleration and Mitigation Choosing a Delay / Impact Analysis Methodology As-Planned vs. As-Built Methodology Contemporaneous Period Analysis Methodology As-Planned-Impacted or Impacted-As-Planned Methodology Time Impact Analysis Methodology Collapsed As-Built Methodology Disruption, Productivity, and Other Analyses	Rev 1.02
Module 12-5 - Damage Analysis Phase Calculation of Actual Costs, Losses and Damages Preparing Documenting & Submitting the Expert Report Counterclaims & Rebuttals	Rev 1.02
Module 12-6 - Settlement Negotiations Phase Partnering Integrated Project Delivery Effective Negotiations Techniques	Rev 1.02
Module 12-7 - Formal Disputes Resolution Settlement Conference Mediation Dispute Review Board (DRB) Neutral Advisor Arbitration Private Judge Mini Trial Summary Jury Trial Special Master/Settlement Judge	Rev 1.03

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Guild of Project Controls Compendium and Reference

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