Exam Sample to Certified Cost Professional
What is a Certified Cost Professional (CCP)?
A CCP is an experienced practitioner with advanced knowledge and technical expertise to apply the broad principles and best practices of the Total Cost Management (TCM) framework. Specifically covering aspects of Cost Engineering this certification also includes the wider integration of Project Controls incorporating Cost Estimating, Planning & Scheduling, Cost Control and Risk Management. CCP’s also demonstrate the ability to research and communicate aspects of the TCM principles and practices to all levels of a project or program, both internally and externally.
CCP certification will distinguish you as a professional that has skills and knowledge that is benchmarked with international cost engineering practices. It will also enable the public and the industry a means of distinguishing individuals who have met stringent criteria and competency in order to be AACE Certified.
The Certified Cost Professional (CCP) was established in 2004 and is independently accredited by the Council of Engineering & Scientific Specialty Boards (CESB) since 2007.
AACE certification distinguishes cost and management professionals who have the knowledge and skills to impact the bottom line.
Engineering Management Planning Technical Activity
If managing organization is to be pursued vigorously, planning will constitute the most important activity.Managers who planar eafforded with the opportunity to care fully analyzesituations which directly contribute to effective decision-making.
The engineer manager,regardless of his management level,will have
to devote some of his time to planning.
Primavera® P6™ Project Management
- Understanding Project Management
- Setting User Preferences
- Setting Up the Enterprise Project Structure
- Setting Up the Organizational Breakdown Structure
- Defining Resources and Roles
- Reviewing Work Breakdown Structures
- Defining Budgets
- Establishing Project Codes
- Working with User-Defined Fields
- Creating Calendars
- Establishing Activity Codes
- Working with Activities
- Working with Cost Accounts and Project Expenses
- Performing Top-Down Estimation
- Managing Baselines
- Updating, Scheduling, and Leveling
- Summarizing Projects
- Project Issues and Thresholds
- Managing Risks
- Maintaining a Project’s Document Library
- Tracking Projects
- Comparing Projects with Claim Digger
- Creating and Using Reflections
- Checking Projects In and Out
- Working with Layouts
- Grouping, Sorting, and Filtering Data
- Customizing Layouts
- Customizing Reports
Microsoft Project 2013
- Projects: In the Beginning
- Planning a Project.
- Project Planning
- Getting to Know Microsoft Project
- Creating a Simple Project
- Setting Up a Project File
- Identifying the Work to Be Done
- Building a Schedule
- Building a Team for Your Project
- Assigning Resources to Tasks
- Setting Up a Project Budget
- Reviewing and Fine-Tuning Your Plan
- Saving the Project Plan
- Tracking Status
- Evaluating and Correcting Project Performance
- Managing Change
- Reporting on Projects
- Working on More Than One Project
- Exchanging Data Between Programs
- Linking and Embedding
This is the essence of what I hope readers will take away from this book. Take the
knowledge and experience we have written here not simply as a checklist of issues
and loose ends to be aware of, but as examples. Approach this book not as teachings
on how subcontract scopes of work are written, but as teachings in why subcontract
scopes are written the way they are. By applying the varied teachings of this book to
the unique challenges of your projects, the knowledge and experience you gain will
Project Management, Planning and Control
Managing Engineering, Construction and Manufacturing Projects to PMI, APM
and BSI Standards by Albert Lester.
The first edition of this book dealt mainly with the fundamentals and industrial applications
of network analysis and a cost/progress control technique called SMAC, which is now known
universally as earned value analysis.
In the light of the rapid advances in computers, especially the development of the PC, the
second edition updated these techniques and included a detailed description of a well-known
computerized project management program.
The third edition expanded the earned value section, described two other computer project
management programs and introduced some of the other ‘hard topics’ required by a project
Contract/Subcontract Management User Guide
This Guide provides procedures for managing subcontracts.
Many of the procedures in this Guide include a work practice Checklist to
provide a quick overview of the key requirements of contract management.
A clear understanding of the terms and conditions of the contract being
managed as well as those of the prime contract is required before any action
prescribed by these procedures is taken.
This Guide should be used in conjunction with approved Project procedures
Construction Management Fourth Edition Daniel W. Halpin
This book has been used widely and has become a standard course text at many universities around the U.S. and abroad. The first three editions have enjoyed wide success as an introductory treatment of the subjects which are
critical to success in the construction industry. This fourth edition preserves the features that have been well received by users throughout the years and adds newmaterial suggested by instructors and students through formal surveys and informal feedback to the authors.
Construction Management requires high levels of expertise in a wide range of specialties. The analogy which has been cited in previous editions is that
‘‘ . . . a construction manager is like an Olympic decathlon athlete who must show great competence in a multitude of areas ranging from design of construction operations to labor relations.’’
PLANNING AND CONTROL
USING ORACLE PRIMAVERA P6
The purpose of this book is to provide a method for planning, scheduling and controlling
projects using Primavera Versions 8.2 to 8.4 EPPM Web within an established Enterprise
Project database or a blank database up to an intermediate level.
There are differences between how the P6 V8.3 Windows Client and EPPM Web Client
operate and these are identified throughout the book.
COST MANAGEMENT AND PLANNING IN
This research aims at emphasizing the significance of sound management and cost planning from the beginning of the project undertaking in order to facilitate the proper establishment for conducting and systemizing the project costs. Also, to determine the major obstacles that affect the management and scheduling of construction costs and to suggest solutions through demonstrating the roles of the parties involved in the project. According to the preliminary information, data, and exploratory readings collected about this matter, the research hypothesis is formulated as follows:-
" In fact, there is a critical need to determine the proper fundamentals of cost conduct and planning according to a sound clear system, taking into account what is currently applied and followed in order to assess these procedures and improve them as mach as possible."
In order to meet the aims of this research, a scientific methodology is pursued in :-
- the presentation and review of most the local and international references that are directly relevant to the research, and aided by reports and articles from the internet from websites of engineering facilities of relevancy.
- How do you Explain Risk Appetite
- How to Prepare a Risk Statement
- What is Risk Culture Building
- Presenting Risk Management to the Board
- Risk Leadership - Should a Board have a Risk Committee
- Risk Appetite - Setting it Right
- Making the most of commercial lending – how do banks get there
- Risk Leadership: To Quantify or not to Quantify
- Risk Leadership: Managing Risk to the Right Objectives
- Risk Leadership: Use Intellectual Capital to Sell the Benefits of Risk Management
Early Contractor Involvement in Building Procurement
- Early Contractor Involvement – An Overview
- Conditional Contracts and Early Project Processes
- Problems and Disputes Under Construction Phase Building Contracts
- Early Contractor Involvement in Design,Pricing and Risk Management
- Client Leadership, Communication Systems and Binding Programmes
- Contractual and Non-contractual Preconstruction Options
- Preconstruction Commitments Under Framework Agreements
- Project Management and Project Partnering
- Obstacles to Early Contractor Appointments
- Government and Industry Views and Experience
- Conclusions – the Golden Age Of Rock ‘n’ Roll?
Microsoft Prject 2013 step by step
- A guided tour of Project
- Starting a new plan
- Building a task list
- Setting up resources
- Assigning resources to tasks
- Formatting and sharing your plan
- Tracking progress
- Fine-tuning the Project plan
- Organizing project details
- Tracking progress on tasks and assignments
- Viewing and reporting project status
- Getting your project back on track
- Applying advanced formatting and printing
- Advanced report formatting
- Customizing Project
- Sharing information with other programs
- Consolidating projects and resources
Advanced Project Portfolio Management and the PMO
- Building a PMO That Executives Embrace
- The Right People, the Right Tools, the Right Data
- What Is a PMO and What Should a High-Value PMO Do?
- Moving Project Management from the Cost Model to the Throughput Model
- Strategic Planning
- Applying Deming, Goldratt, and Six Sigma to Systems Thinking
- The Governance Board and Prioritization Management
- Linking Project Progress to Strategic Objectives
- Delivery Management and Acceleration
- Project Portfolio Management
- Resource Portfolio Management
- Asset Portfolio Management
- Managing the Multi-Project Environment
- Reducing Negative Human Behavior
- PMO Organization Models
- PMO Roles and Responsibilities
- Inputs and Outputs to a PMO
- PMO Measurement System
- EPM Tools and Their Value on Project Delivery
- The Executive Proposal in Detail
- Obtaining Executive Buy-In
- The Road Map to Implementing a PMO Executives Will Embrace
Project Management, Planning, and Control
Project management, like every other aspect of life, is constantly changing and developing,
so that for a textbook to remain relevant, it inevitably has to be updated periodically to
reflect these changes. In the case of project management training, these changes are mainly
ones of emphasis on particular topics as perceived by setters of examination papers or
compilers of national or international standards. The soft topics now feature more widely in
examination questions and although these are not unique to project management they are, of
course, part and parcel of good general management. Whether industry attaches the same
importance to some of these emphasised topics is a matter of debate. Nevertheless, a
number of changes have been incorporated in this 6th edition to enable the reader to keep
abreast of events.