here are just a sample of the products and services that AACE has to offer you: Recommended Practice Total Cost Management is a systematic approach to managing cost throughout the life cycle of any enterprise. is a structured. AACE’s flagship publication. The processes are hyperlinked.500 members world-wide. and portfolios and create value by advancing technical knowledge and professional development”. the Authority for Total Cost Management. the TCM Framework: An Integrated Approach to Portfolio. project.Total Cost Management® Framework: This Recommended Practice (RP) is brought to you as public service by AACE International. With over 8. giving the user the ability to move to and from related process maps and reference Recommended Practice . Visual TCM Framework: Visual TCM graphically demonstrates the integration of the strategic asset management and project controls process maps of the TCM Framework. product or service. program. If you share our mission to “enable organizations around the world to achieve their investment expectations by managing and controlling projects. The Visual TCM application has been designed to provide a dynamic view of the TCM processes. programs. The AACE International Recommended Practices are the main technical foundation of our educational and certification products and services. Program and Project Management. from the overall strategy process maps to the mid-level processes and detailed activities. In addition to this and other Recommended Practices. facility. annotated process map that for the first time explains each practice area of the cost engineering field in the context of its relationship to the other practice areas including allied professions. AACE International has members in 87 countries. AACE International serves total cost management professionals in a variety of disciplines and across all industries. The RPs are a series of documents that contain valuable reference information that has been subject to a rigorous review process and recommended for use by the AACE International Technical Board. AACE International provides its members and stakeholders with the resources they need to enhance their performance and ensure continued growth and success. AACE International is a 501(c)(3) non-profit professional association serving the total cost management community since 1956. then we invite you to become one of our members. Search this extensive database and immediately retrieve the best techniques and potential solutions to the problems confronting you and your organization. an online collection of over 5000 complete technical articles on virtually every aspect of cost engineering. Comprehensive. Recommended Practice Since 1976. and Planning & Scheduling Professionals (PSP). Visual TCM is available to members at no extra fee. Certified Cost Technicians (CCT). management. Visual TCM allows the user to view and apply TCM section-by-section. Earned Value Professionals (EVP). Certified Forensic Claims Consultants (CFCC). you need all the tools at your disposal to help shore up your career prospects. and timely. Certified Estimating Professionals (CEP). Certification: Virtual Library: Members receive free access to the Virtual Library. at a sub-process or functional level. well organized. In the midst of staggering business and economic turmoil. AACE has been certifying individuals as Certified Cost Consultants (CCC)/Certified Cost Engineers (CCE). This allows for the optimal effectiveness of understanding and using the process and sub-process in the context of and relationship to associated sub-processes that share common strategies and objectives. The PPGs provide an excellent source of reference material and is a welcome addition to any reference library.material. AACE certification can help you and the organizations that rely on you for help! Professional Practice Guides (PPGs): Online Learning Center: Professional Practice Guides contain the most worthwhile contributions to the field of total cost The Online Learning Center features modules based upon actual technical presentations captured Recommended Practice . each PPG is a collection of selected articles covering a particular technical topic area or industry segment. seminars and exhibits. Recommended Practice Discussion Forums: The discussion forums encourage the exchange of thoughts and ideas. and networking. through posting questions and discussing topics. Participate anytime at your convenience and receive automatic e-mail notifications on topics that are of interest to you. Conferences: AACE International’s Annual Meeting brings together the industry’s leading cost professionals in a forum focused on learning. Recommended Practice . Over 100 hours of technical presentations and an industry tradeshow that will challenge you to better manage. Each recorded unit includes a live audio recording of the speaker synchronized to the slides accompanying the presentation. and a downloadable audio-only version that you may play on your mobile device or iPod. program. Completion of each unit earns 0. An electronic certificate of completion will be attached to your profile. schedule. The International TCM Conference is a similar event that is held outside of North America – complete with technical presentations.at our Annual Meetings. AACE offers a comprehensive mentoring program for individuals interested in sharing knowledge with others or advancing their own careers to the next level. sharing. Mentoring Program: Looking to gain more knowledge from an experienced professional or an opportunity to help another professional? Included with your membership. or project . With several thousand users. 0. They provide a great means for networking and interaction with your peers.1 CEUs). plan. if you have questions or concerns about a technical subject. Each unit includes the technical paper associated with the presentation.the forums are a great resource for you. and implement technology for more effective and efficient business practices.1 AACE recertification credits (i.e. with special features for our members. Source. It contains best-in-class technical articles on total cost management related subjects. Our bi-monthly digital publication. Salary and Demographic Survey: Conducted annually. focuses on AACE activities and items of interest to the total cost management community. Members receive a complimentary subscription to the Cost Engineering journal. Employers. use our services to find your next job – post your resume. post your current job-openings and search our extensive resume database to find your next star employee. Recommended Practice Recommended Practice . get e-mail notifications of new job-postings. and more. salary survey is a great resource for employers that want to gain a better understanding of the competitive marketplace for talent and for employees interested in knowing how their compensation compares with their peers in the profession. It is published as both a print version and an online version. Looking for the next rung on the career ladder or to hire the talent necessary to take your firm to the next level? Job seekers.Career Center: Periodicals AACE’s career center provides tools and resources for you to progress through your career. AACE’s bi-monthly professionally peer-reviewed publication. PSP (Author) Christopher W. PSP Dr. Nosbisch. PSP AACE International Recommended Practices . PE CCE CEP Donald F. Randy R. CCC Ronald M. CCC. McDonald. Mueller. PE CCE H. Jr. PE CCE PSP Stephen E. Carson. Inc. 37R-06 SCHEDULE LEVELS OF DETAIL— AS APPLIED IN ENGINEERING. Douglas III. CCE John K. CCC PSP Anthonius Pramudhito Arash Ranjbaran. Hollmann. PROCUREMENT AND CONSTRUCTION TCM Framework: 7. Winter.AACE International Recommended Practice No. Michael R. Harris. PSP Ricardo Garcia da Roza Paul E.2 – Schedule Planning and Development Acknowledgments: Edward E. Rapp. Lance Stephenson. CCC EVP Copyright 2010 AACE International. results and forecast or “to-go” data to respective stakeholders. and 3. 37R-06 SCHEDULE LEVELS OF DETAIL—AS APPLIED IN ENGINEERING. This prompted the need to clarify the similarities and the distinctive characteristics of these schedule levels methods. Contractors would monitor and control their subcontractors at an intermediate level and control their direct hire project efforts at a much greater level of detail. AACE International Recommended Practices . even though they will be required to interface with other subcontractors or vendors and report to the construction manager or prime contractor at a higher level. Procurement. a “summary schedule” and a “master schedule” are not the same thing. terms and conditions will determine the format and content of the project or program schedule levels. related projects or parts of a project so that they can be monitored and controlled as a unit. and does not necessarily apply to line of balance or linear scheduling applications. Subcontractors and vendors would typically monitor and control their own work at a task list level. “summary” vs. Descriptive Methodology. There are a variety of accepted methods to describe or identify the levels of schedule details. This RP excludes “turnaround projects”. the project contract documents. Reporting requirements for schedule levels are routinely established in the project planning phase and ultimately incorporated into contract specifications using one of the generally accepted methodologies. not a standard for owners and contractors to establish a common frame of reference and understanding when describing the level of detail for any construction project schedule. “control” schedules). This RP identifies four schedule formats based on level of detail. Inc. This recommended practice (RP) describes the schedule level methods that are prevalent in the construction industry today for reporting and communicating project schedule plans. which limits the quality and value of the information provided to the stakeholders and project participants. Numeric Schedule Levels. This recommended practice provides descriptions of the schedule levels methods with the intent to improve the understanding and communication among project participants and stakeholders involved with preparing and using project schedules. procure and construct (EPC) contractors have developed systems within their organizations to describe levels of detail for their typical construction project schedules. The mixed use of the schedule levels methods often results in misunderstandings due to the inconsistent numbering systems or confusion regarding the descriptive terms. and provides descriptions of schedule levels and the intended use of these schedules by project participants. Engineering. Construction (EPC) Schedule Levels. INTRODUCTION Project participants frequently misunderstand the definition of schedule levels. Project participants and stakeholders require different types of data and levels of detail relative to their schedule usage.g. The project owner or client is most likely to be interested in milestones and facility/feature start and completion dates at a higher or summary level. Copyright 2010 AACE International. 2. For example. A master schedule is a consolidated schedule that incorporates multiple.AACE International Recommended Practice No. Ultimately.2 – Schedule Planning and Development March 20. This RP addresses and compares three generally acceptable methods: 1. Usually there is more than one level of schedule detail required and reported. The large engineering. Many scheduling specifications in the construction industry discuss “schedule levels” when referring to the volume of activity detail displayed in the project schedule. PROCUREMENT AND CONSTRUCTION TCM Framework: 7. 2010 PURPOSE This recommended practice (RP) is intended to serve as a guideline. while other schedule requirements are defined with a descriptive title (e. Procurement. electrical. For example. utility systems are further subdivided into water. etc. Both Jelen's Cost and Optimization Engineering[5] and the Construction Industry Institute’s (CII’s) Publication 6-5. • Level 1: This represents the schedule for the project by its major components. SCHEDULE LEVELS REQUIREMENTS The various participants in a construction contract all have different requirements and levels of interest in the project schedule. In most cases Level 2 schedules can only be shown as a bar chart although key constraints may also be displayed. • Levels 4-X: The level of schedule subdivision continues to whatever is appropriate detail for the user. • Level 2: Each schedule component is further subdivided for Level 2. and Construction 2 of 7 March 20. Level 3 is a good level for the overall project control schedule since it is neither too summarized nor too detailed. This numeric method is related to the development of project or program approaches that have been documented within the construction industry. such as project work area. AACE International Recommended Practices . The following provide further clarification: • Schedule levels are determined by the detail required of the key project stakeholders. Inc. storage and handling area.Schedule Levels of Detail—As Applied in Engineering. Project-level personnel are interested in more detail. work packages and activity/resource elements. • Level 3: The first level that a meaningful critical path network can be displayed and the CPM schedule can be used to monitor and manage (control) the overall project work. Project Control for Construction[4] endorse the method that describes these numeric schedule levels: • Level 0: This is the total project and in effect is a single bar spanning the project time from start to finish. gas. work groups. To differentiate between program and project schedules: a Level 1 of a program schedule. A Level 1 schedule is normally displayed as a Gantt or bar chart and may include key milestones. site areas. the planners generally work with segments of the total schedule. Level zero schedules normally will include the project or program major milestones and bars indicating key scope. Schedule levels descriptive methods correlate the communicating and reporting relationships to their respective audiences which allows the user to understand the amount of information desired for each level. services. storm drainage and sanitary systems. When operating at more detailed levels. The owner and the contractor’s home office are interested in summary level schedules with key milestones. For example. Since schedules are developed for the purposes of performing that specific phase of the work. a schedule for a process plant may be divided into process area. Thus there are the various schedule levels requirements. Often the project “rolling schedule” includes a “look-ahead” period of time (30–180 days) and a “look-back” at recent completed work periods. and utilities. for example. Milestones are normally included. There is no universal agreement as to the number of schedule levels and their format. would be a combination of Level 0 schedules for each component project This would give program schedules at least one more level than the most detailed project schedule that constitutes the overall program. This numeric-based approach often correlates the schedule level to the project’s work breakdown structure (WBS) but has not always been entirely consistent with the WBS. 2010 NUMERIC SCHEDULE LEVELS Traditionally the schedule levels have been identified by a numeric designator such as the method described in Jelen’s[5] and by the Construction Industry Institute (CII)[4]. Functionally there is very little practical application for a schedule that is only a single bar other than to represent an element of a project or program time line. all schedules Copyright 2010 AACE International. Audiences for this type of schedule include. but are not limited to general managers. but are not limited to program or project managers. Level 3 schedules assist the team in identifying activities that could potentially affect the outcome of a stage or phase of work. or not yet started). and general foremen. • Level 4: Level 4 schedules are prepared to communicate the production of work packages at the deliverable level. Typically presented in Gantt (bar chart) format and rarely in CPM network format Level 2 schedules provide high-level information that assist in the project decision-making process (re-prioritization and criticality of project deliverables). procurement. The schedule levels designated at Level 1 displays the highest or summary level of project information required by a select group of stakeholders. and Level 5 considers the most detailed breakout of the project scope. stage or project being executed. • Ultimately. Procurement. • It is intended that all of the levels of detail are derived by the “roll up” (summarized) or roll down (expanded detail) from a single “master” project schedule and are not developed as separate. and Construction 3 of 7 March 20. • Level 2: Level 2 schedules are generally prepared to communicate the integration of work throughout the life cycle of a project. Audiences for this schedule Level include. AACE International Recommended Practices . Level 2 schedules may reflect.Schedule Levels of Detail—As Applied in Engineering. and is generally the output of CPM scheduling software. specifically engineering. fragmented versions of the project time phased plan. As stated above. at a high level. The following describe the characteristics of each schedule level and includes an “end usage” to generally understand each intended use of the schedule level. superintendents. a project may be considered part of a program of projects (whether completed. across almost all industries. Stakeholders and project participants who use the information from the various levels are identified. it may be necessary for high level management to intercede in the execution of the project). Inc. construction and start-up activities. Audiences for this type of schedule include. The level 1 schedule assists in defining the necessity of implementing actions and course correction (if warranted. • Level 3: Level 3 schedules are generally prepared to communicate the execution of the deliverables for each of the contracting parties. this levels method is intended to be applied to projects of differing size and complexity. and program or project managers. Specifically. Level 2 schedules assist in identifying project areas and deliverables that require actions and/ or course correction. sponsors. Copyright 2010 AACE International. Audiences for this type of schedule include but are not limited to project managers. but are not limited to client. in progress. • Level 1: Level 1 schedule is a high-level schedule that reflects key milestones and summary activities by major phase. Level 3 schedules provide enough detail to identify critical activities. senior executives and general managers. Typically represented in Gantt format and depending upon when and how developed. CMs or owner’s representatives. superintendents. 2010 therefore should roll-up from more detailed scope of the activities and tasks. interfaces between key deliverables and project participants (contractors) required to complete the identified deliverables. allowing for mitigation and course correction in short course. the purpose of the schedule is to support the successful time phased performance of each phase of work on the project. and general foremen. or crafts involved in the execution of the stage. Typically presented in Gantt or CPM network format Level 4 schedules usually provide enough detail to plan and coordinate contractor or multi-discipline/craft activities. This schedule level may represent summary activities of an execution stage. Level 1 schedules provide high-level information that assist in the decision making process (go/no go prioritization and criticality of projects). Typically presented in Gantt or CPM network format. The schedule should reflect the interfaces between key workgroups. This schedule Level should reflect interfaces between key elements that drive completion of activities. a Level 1 schedule may or may not be the summary roll-up of a more detailed CPM schedule. disciplines. Most EPC schedule models are not developed below Level 3 in terms of CPM activity detail. the critical procurement activities. The level of detail presented in an EPC model schedule is intended to be directly aligned with that particular phase of development for the project. and Construction 4 of 7 March 20. CONSTRUCTION (EPC) SCHEDULE LEVELS The engineering. this is the first level of scheduled detail where logical links or task relationships may be shown. that if there is too much detail within the CPM network. Depending on these requirements. databases. This would be generally true at conceptual design. with the intent to keep the schedule broad enough to be described for any specific project. procurement. Typically Level 5 schedules are presented in an activity listing format without time scaled graphical representation of work to accomplish. and general commissioning and start-up requirements. EPC Level 3 schedules include major review and approval dates as well. AACE International Recommended Practices . 2010 • Level 5: Level 5 schedules are prepared to communicate task requirements for completing activities identified in a detailed schedule. the schedule is revised to reflect this additional detail (which is sometimes referred to as a form of “rollingwave” method of scheduling). As the project moves into subsequent phases and more scope information becomes available. Level 5 schedules are usually considered working schedules that reflect hourly. an EPC schedule early in the project could be developed to Level 3 in terms of the detailed engineering/design phase. Level 5 schedules are used to plan and schedule utilization of resources (labor. daily or weekly units for each task. however sometimes an “external” schedule data would be prepared and these external schedules are called “Level 4. In addition to start and finish dates for each grouping of deliverables or activities within each phase of the project. procurement. • The EPC Level 1 schedule summarizes the overall project for client and management. Procurement. EPC Level 1 schedules show start and finish dates for the major project phases and key milestones (such as design. Inc. general foremen and foremen. construction. and word processing are all utilized. the Level 5 schedules are usually prepared a day or week in advance. • EPC Level 3 is the first level where the full use of critical path method (CPM) techniques could be shown effectively. and commissioning and start-up). PROCUREMENT. due to the greater effort needed to maintain the CPM logic after each progress update. the schedule would not only lose its flexibility as a value-added tool to manage the job. and construction schedule levels method developed and used by many of the larger EPC organizations is generally referred to as the “EPC model” and consists of only three formal levels. For example.Schedule Levels of Detail—As Applied in Engineering. In other words. Significant contract milestones and project-specific milestones or activities are included in EPC Level 1 schedules as required by the project execution plan. The theory is. This often includes a breakout of the various trades or disciplines responsible for the activities in each phase. ENGINEERING. equipment and materials) in hourly. Audiences for this type of schedule include but are not limited to superintendents. the level of an EPC schedule detail would depend upon the detailed scope definition. but schedule maintenance would become difficult. daily or weekly work requirements. or at the basic (preliminary) design stage (or phase). Generally in the EPC Level 2. regardless of how large or complex the specific project being scheduled may be. A variety of software tools can be employed to develop work schedules at Level 4 and below: spreadsheets. EPC schedule levels are normally limited to Levels 1 through 3. but the procurement and construction phases might only be detailed to Level 1 or 2. the major elements of construction. • EPC Level 2 schedules contain more detailed activities for each of the summary phases previously identified in the Level 1 schedule. Copyright 2010 AACE International. with correlation to the CPM schedule activities and scope of work.” • EPC Level 4 are detailed work schedules and generally would be prepared outside of the CPM software. equipment vendors and suppliers. Project Control Schedule The project control schedule is the detailed CPM schedule indicating the planned sequence to perform the work. Project control schedules include activities for key design documents to/from design consultants. This schedule typically does provide some level of separation of work packages and can be used to monitor work package progress. identify interfaces and potential impacts to other contractors. The milestone schedule can be either in a tabular or time scaled graphic format. that often results in misunderstandings due to the inconsistent numbering systems or confusion regarding many descriptive terms. This method uses descriptive words to identify the desired level of schedule detail to clarify the similarities and the distinctive characteristics of these schedule levels descriptions as follows: Program/ Project Summary Schedule The summary schedule contains the least amount of detail and is a summary of the overall program or project timeline for client and upper management. and reflect activities of subcontractors. The construction phase schedule indicates the planned sequence to perform the work. This type of schedule normally contains only milestone events and is used to track major milestones for planning purposes or to monitor those milestones during execution phases. and Construction 5 of 7 March 20. 2010 DESCRIPTIVE LEVELS METHODOLOGY The descriptive levels methodology that has been utilized by the construction industry uses descriptive words in place of numerical levels to identify the desired level of a schedule detail. related projects or parts of a project so that they can be monitored and controlled as a unit. The value of this level is to provide an overview of the project from a conceptual view. allowing a general knowledge of the phases and areas of the project as well as key deliverables. The CPM scheduling technique is used to develop the project level schedule and the project critical path can be identified. A master schedule is a consolidated schedule that incorporates multiple. materials. Typically consisting of the major project phases and features of work. a “summary schedule” and a “master schedule” are not the same thing. This schedule is also used for analysis and what-if scenarios to determination the ramifications of delay events or project management decisions on the completion dates. The program or project owner provides the basic guidance of the project's scope to establish this schedule.Schedule Levels of Detail—As Applied in Engineering. Inc. Typically the summary schedule includes the major phases or functions and milestone objectives. Project Level Schedule The project level schedule is an activity and deliverable-centered schedule. For example. AACE International Recommended Practices . The program summary schedule is a timeline of the various related projects. Because of the varied background and confusion of the previously described mutually-exclusive schedule levels. Each of the responsible project participants is responsible to maintain and status the performance of their work activities. access and work space limitations. operations and maintenance shutdowns. Milestone Schedule Project milestone objective (target) dates are determined during the development of the project conceptual basis and are presented in this schedule. The project control schedule clearly shows work by responsibility and is usually presented in bar chart or tabular format. delays and disruptions. The project control schedule must include the entire project scope of work. Procurement. The value of this schedule is to provide the regular monitoring and planning needs on the project along with establishing the basic model to be used for analysis. The value of this schedule is to provide specific project delivery dates as well as show a detailed view of the integration of the different work packages and stakeholder commitments. the project level schedule integrates the project’s engineering. preparation of design calculations. subcontractors and key vendors. procurement and construction activities in time scaled network logic or bar charts. and is to be used for progress and performance measurement. drawings. requirements for manpower and equipment. and commissioning interface (by others) activities. The value of this schedule is to coordinate other affected projects and tasks as well as to give an at-aglance view of milestone completion goals and progress. Copyright 2010 AACE International. construction and pre-commissioning documents. James J. Procurement. actual dates and progress assigned. 2006. Editor. Austin.. These are non-CPM task or work lists that allow a project team to plan and document their work on a more detailed basis.. WV.. punch lists. The look-ahead schedule would be developed with the relevant superintendent and field engineers for each trade or craft discipline and ultimately would integrate all of the crafts work schedules.aacei. Project Control for Construction. Plotnick. A combined look-ahead schedule includes the past period actual or as-built performance as the first of a four-period schedule with the three-period look-ahead period. McGraw-Hill. New York. 10.. individual or crew task checklists are often developed. Scheduling and Control. 9. Turn-around schedule activities used for refineries and process production plants outages are usually much more detailed and. Skills & Knowledge of Cost Engineering. 2006. Morgantown. Lance. Scott J. Editor. 2007. Stephenson. New York. look-ahead time periods are anywhere from two or three-weeks up to 90-days. www. 3. analysis reports.Schedule Levels of Detail—As Applied in Engineering. WV. John K. New York. 2007. thus. PE CCE. James P. Schedule Management: Schedule Classifications vs. requests for information. Fredric L. Humphreys.org/forums. Routinely. November 2007. and Construction 6 of 7 March 20. O’Brien. AACE International Recommended Practices . Murray B. Morgantown. AACE International. Turn-around schedule activities are measured in minutes or hours rather than days.. McGraw-Hill. Project Planning. 2004 5.. AACE International Recommended Practice 10S-90. The value of this schedule is to allow the on-site management and staff to plan and monitor daily work at the detail level necessary to coordinate production for each trade and specialty. cover a shorter look-ahead time period. REFERENCES 1. NY. New York. Supporting Data An additional level of non-CPM detail would be project-supporting data that is usually compiled in spreadsheets or databases. CPM in Construction Management. and similar collections of data that contain time-sensitive components. McGraw-Hill. AACE International. WV. Copyright 2010 AACE International. 2010 Look ahead Schedule The project master CPM schedule can produce a detailed look-ahead schedule in bar chart format showing activities for a period of time less than the total project duration. 2004. NY. Construction Industry Institute. project submittal registers. Program and Project Management. Construction Industry Institute (CII) Publication 6-5 (September 1987). Cost Engineering Terminology. and potential conflicts and interferences prevented. The look-ahead schedule highlights the near term priorities for each of the project team participants and is periodically reviewed at site meetings so responsibilities can be confirmed. 4. Morgantown. Dr. Inc. AACE International Transactions. 2. 2004. AACE International Planning & Scheduling Committee Forum message exchange. Task Lists To manage daily work activities and provide the craft or crews with the proper tools and equipment when needed. NY.. PE CCE. AACE International. PE. 3rd Edition. 3rd Edition. Woolf. McGraw-Hill. CCC. Reviewed by CII June 23. Hollmann. FASTER Construction Projects with CPM Scheduling. These would be schedule narratives. 7. Jelen’s Cost and Optimization Engineering. AACE International. 2006 8. Morgantown. TX. Kenneth K. Editor. 5th Edition. (latest revision). H. NY. Amos. Lewis. WV. Levels. Total Cost Management Framework: An Integrated Approach to Portfolio. 1991 6. 6th Edition. and Construction 7 of 7 March 20. CCC. PSP Ricardo Garcia da Roza Paul E. Lance Stephenson. PE CCE PSP Stephen E. AACE International Recommended Practices . PSP Copyright 2010 AACE International. Mueller. PE CCE H. Douglas III. PE CCE CEP Donald F. PSP (Author) Christopher W.Schedule Levels of Detail—As Applied in Engineering. Randy R. McDonald. CCC Ronald M. PSP Dr. Winter. CCC EVP Michael R. Carson. CCE John K. Rapp. Jr. Hollmann. Nosbisch. 2010 CONTRIBUTORS Edward E. Inc. Procurement. Harris. CCC PSP Anthonius Pramudhito Arash Ranjbaran.
Report "Schedule Levels of Details - As Applied in Engineering, Procurement & Construction"