Developing and Implementing C‐SCSC

Abstract

This paper looks at the essentials beyond mere knowledge of C‐SCSC formulas, to the successful implementation of C‐SCSC (cost‐schedule control systems criteria). The paper dwells on the management issues prevalent, and the managerial requisites for the implementation of C‐SCSC. To be able to successfully use the variance and index analyses of C‐SCSC, an immense, concerted project effort is needed. Although the arithmetical formulas used in C‐SCSC and forecasting are few and easy to understand, the management principles involved are deeper, demanding modified management attitudes. Systems planning and systems integration are emphasized as potent tools for the successful development, implementation, and use of C‐SCSC. Properly organizing, directing, and controlling C‐SCSC system development are dwelt upon in detail. Various human‐management concerns and state‐of‐the‐art drawbacks in construction management philosophy are highlighted. People problems during the implementation process frequently center around professional caliber, professional ethics, and professional and not‐so‐professional interests. Negative forces are associated with both the agent of change and its recipient. The paper examines the U.S. departments of Defense and Energy's use of C‐SCSC during the last decade and a half. It gives construction companies the means to achieve successful, state‐of‐the‐art construction management practices in the area of cost control.