DEPARTMENT OF THE ARMY EC 5-2-1
U.S. Army Corps of Engineers
CECW-I Washington, D.C. 20314-1000
Circular
No. 5-2-1 30 June 2016
EXPIRES 30 JUNE 2018
Management
EXECUTION OF CHANGE CONTROL BOARDS
1. Purpose. This circular provides guidance for Major Subordinate Commands (MSC)
and Districts in the use and conduct of Change Control Boards (CCB) to formalize
changes to projects, ensure leadership visibility, and adherence to the USACE change
management processes. This document describes the CCB responsibilities,
membership, roles, activities, and processes that will be followed for conducting CCBs
at MSCs and Districts.
2. Applicability. This document applies to all HQUSACE Civil Works authorized
projects and programs for Construction.
3. Distribution. This information is for internal use; unlimited distribution internal to
USACE.
4. References.
a. Engineer Regulation (ER) 5-1-11, U.S. Army Corps of Engineers Business
Process.
b. ER 1110-1-1300 Cost Engineering Policy and General Requirements.
c. ER 1110-2-1150 Engineering and Design For Civil Works Projects.
d. ER 1110-2-1302 Civil Works Cost Engineering
e. Project Management Business Process (PMBP) Manual 2009.
f. Engineering and Construction Bulletin (ECB) 2014-14 Mega Project Management.
g. Memorandum, HQUSACE Delegated Authority for Project Cost Management 29
May 2013.
h. USACE Inspection of Section 902 Cost Limit Requirements for Civil Works
Projects May 2013.
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i. Memorandum, HQUSACE Section 902 Cost Limit Policy Clarification and
Applicability 07 March 2012.
5. District Requirements.
a. District Change Control Boards. Districts responsible for managing Civil Works
projects will establish a Change Control Board (CCB). The intent is to improve the
monitoring and control of project changes, provide oversight of the cumulative changes
for quality assurance, and to achieve the stated objectives in the approved PMP. At the
discretion of District leadership, the CCB function may be accomplished in conjunction
with other key meetings (e.g. Project Review Boards (PRBs), an Executive Session
post-PRB, etc.); however, its function and value should not be diminished or diluted.
The Change Control Board process is shown in Appendix A.
(1) CCB Roles and Responsibilities. The District CCB is responsible for reviewing,
evaluating, and recommending to the District Engineer (DE) or his/her designee
approving, delaying, or rejecting changes to a project within their approved threshold.
There are several documents and tools that will assist in carrying out these
responsibilities such as approved Change Management Plans (CMPs), risk registers,
well-documented change requests, and good management of project contingencies.
Upon receiving a decision from the DE or his/her designee, the District CCB is
responsible for ensuring the decision is recorded in the Change/Decision Log and
communicating the decision appropriately.
(2) CCB Membership. The recommended District CCB membership is the Deputy
District Engineer for Programs and Project Management, Engineering & Construction
Division Chief, and Planning & Policy Chief. However, at a minimum, the District CCB
should be consistent with the membership of the Change Control Board at the MSC.
(3) CCB Meetings: It is recommended that the District CCB establish at minimum, a
monthly meeting battle rhythm. This ensures and secures the availability of CCB
members.
b. Change Management Plan. In accordance with PMBP, PROC 3010 and REF
8009G, each project is required to have an approved Change Management Plan (CMP)
(see template, Appendix B). The CMP defines the process for managing change on a
project as well as the use of risk contingency as it relates to scope, cost, schedule, and
quality. The level of detail of the CMP is based on the complexity of the project. It is a
supporting plan that facilitates the execution of the Project Management Plan (PMP). It
also addresses the use of Change Request Forms, contingency usage, established and
approved decision thresholds, and maintains a Change/Decision Log (see Appendix C)
in conjunction with the project's risk register. The utilization of CMPs will result in
continuous management and control of approved changes to the authorized project
scope, schedule and cost contributing to the successful execution and delivery of quality
projects and services to our stakeholders.
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(1) Change Requests. All changes impacting project scope, schedule, cost, and
any use of risk contingency must be formally requested and documented. It is
recommended that each change request be accompanied by an Analysis of
Alternatives to ensure the requested change is required and needed. Establishing
decision thresholds ensure requested changes are addressed by the appropriate
decision maker in a timely fashion. Appendix D.1 is a sample Change Request Form
and Appendix D.2 is a sample Analysis of Alternatives.
(2) Risk Register. The risk register is a project management tool used to identify,
record, and track all project risks (and details) that could result from actions taken or not
taken during each stage of a project's life cycle. The risk register plays a key role in
determining the project contingency. The document is also used to record the results of
the risk analysis and risk response planning efforts.
(3) Contingency. Every project has an associated contingency for risk in the form of
dollars and/or time in accordance with ER 1110-2-1302. Having undergone a Cost and
Schedule Risk Analysis (CSRA) based on the project's risk register, the Cost MCX
produces a certified cost estimate. A Total Project Cost Summary (TPCS) is part of the
certified cost estimate. Note: Although all projects are not required to obtain a cost
certification from the Cost MCX, one will be required for the HQ CCB. It is imperative
that the PDT manage the project contingency within and based on the approved
decision thresholds.
(4) Cost Analysis. Every change request must be accompanied by a cost analysis.
A sample Cost Analysis worksheet is provided, Appendix E. The cost analysis, using
the TPCS, provides a current status of overall costs in relation to the proposed change
request as well as assists in determining what decision thresholds have been triggered.
(5) Decision Thresholds. Decision thresholds within the risk contingency for a
project may be established. These thresholds will be used to determine/measure the
tolerance for change within or outside of the risk contingency for a project. A threshold
is a cost, time, quality, technical, or resource value used as a parameter to establish a
lower and/or upper limit to trigger an action. The project delivery team (PDT) will
examine, at the lowest level practicable, the project’s scope, schedule, cost and risk to
develop change thresholds. Decision thresholds may be developed for multiple levels
of approval to include the PDT level, District CCB, and MSC CCB. The HQUSACE CCB
decision threshold has already been established and is the authorized project cost plus
inflation.
(6) Performance Measurement Baseline (PMB). The PMB is an approved,
integrated scope-schedule-cost plan for the project work against which project
execution is compared to measure and manage performance. The PMB is the
authorized project cost (congressionally authorized or other as approved by HQUSACE)
which includes contingency. For projects which do not have a congressional
authorization, HQUSACE may establish an equivalent amount. As an example, the
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Dam Safety Program has determined that an approved Dam Safety Modification Report
is equivalent to the authorized amount for a project. Based on leadership at the District,
MSC, and other programs similar to the Dam Safety Program, the contingency may be
split thus establishing layered thresholds within the PMB for the District and the MSC.
6. MSC Requirements.
a. MSC Change Control Boards. A CCB will be established in MSCs having districts
responsible for managing Civil Works projects with the responsibility for reviewing,
evaluating, and recommending to the MSC Commander or his/her designee approving,
delaying, or rejecting changes to a project within their approved threshold, and for
recording and communicating such decisions. The intent is to improve the monitoring
and control of project changes, provide oversight of the cumulative changes for quality
assurance, and to achieve the stated objectives in the approved PMP. At the discretion
of Division leadership, the CCB function may be accomplished in conjunction with other
key meetings. The Change Control Board process is shown in Appendix A.
b. CCB Roles and Responsibilities. The MSC CCB is responsible for reviewing,
evaluating, and recommending to the MSC Commander approving, delaying, or
rejecting changes to a project within their approved decision threshold or as required by
the MSC CCB. There are several documents and tools that will assist in carrying out
these responsibilities such as approved Change Management Plans (CMPs), risk
registers, well-documented change requests, and good management of project
contingencies. Upon receiving a decision from the MSC Commander or his/her
designee, the MSC CCB is responsible for ensuring the decision is recorded in the
Change/Decision Log and communicating the decision appropriately. For change
requests that require HQ CCB decision, the MSC is responsible for notifying the
respective HQ Civil Works Deputy RIT Leader and coordinating/scheduling a HQ CCB
meeting.
(1) Change Requests. It is recommended that the MSC CCB review the disposition
of all change requests as all other change requests could impact and influence
decisions and recommendations on current proposed change requests that have
reached MSC and HQ decision thresholds.
(2) Risk Registers. MSC must ensure the risk register for each project is up-to-date
and used to identify, record, and track all project risks (and details) as they arise. As
decisions are made that impact identified risks, they should be appropriately recorded
as risk responses.
(3) Contingency. The MSC has the overall responsibility for ensuring the project is
managed within the authorized cost plus inflation. Although not required, the MSC may
determine that a portion of the contingency will be managed at the MSC's discretion.
(4) Cost Analysis. MSCs may use the Cost Analysis worksheet as a tool for
discussion of project health (e.g. to measure use of contingency, project progress, and
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remaining work) during CCB meetings. The sample Cost Analysis worksheet is
designed to utilize decision thresholds for contingency.
(5) Decision Thresholds. The decision threshold for an MSC will not exceed the
authorized project cost plus inflation. Guidance currently exists for both mega projects
and dam safety projects requiring the use of thresholds for PDTs, Districts, MSCs, and
HQUSACE.
c. CCB Membership. The recommended MSC CCB membership is the MSC
Programs Director, the MSC Engineering & Construction Chief, and the MSC Planning
& Policy Chief. However, MSC CCB membership is at the discretion of the MSC
Commander or his/her designee.
d. CCB Meetings: It is recommended that the MSC CCB establish a monthly
meeting battle rhythm. This ensures and secures the availability of CCB members.
e. Performance Measurement Baseline. Unless otherwise approved by the HQ
CCB, the PMB is the authorized project cost plus inflation or its equivalent as
determined by HQUSACE.
7. HQ CCB Requirements.
a. HQ Change Control Boards. A CCB has been established in HQUSACE with the
responsibility for reviewing, evaluating, and recommending to the DCG-CEO approving,
delaying, or rejecting changes to a project as well as recording and communicating such
decisions. The intent is to improve the monitoring and control of project changes,
provide oversight of the cumulative changes for quality assurance, and to achieve the
stated objectives in the approved PMP. The Change Control Board process is shown in
Appendix E.
b. CCB Roles and Responsibilities. The HQ CCB is responsible for reviewing,
evaluating, and recommending to DCG-CEO approving, delaying, or rejecting changes
to a project. Upon receiving a decision from the DCG-CEO, the HQ CCB is responsible
for ensuring the decision is recorded in the Change/Decision Log and communicating
the decision appropriately. The HQ Project Cost Management Review (PCMR) team
provides initial recommendations to the HQ CCB as well as informs HQ CCB of
systemic issues, challenges, and concerns regarding USACE policy, guidance, and
regulations. For change requests that require approval beyond the Section 902 limit,
HQ CCB will collaborate with the Deputy RIT Leader, MSC CCB, and District CCB on
the most appropriate path forward.
c. CCB Membership. The HQ CCB membership is comprised of Chief, Civil Works
Programs Integration, Chief, Engineering & Construction Division, and the Chief,
Planning & Policy Division.
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d.
HQ Project Cost Management Review Team. The HQ Project Cost Management
Review
(PCMR) team was established by the HQ CCB to review and evaluate MSC
requests to exceed the authorized project cost plus inflation as well as to provide
recommendations to approve, delay,
or
reject changes to a project to the HQ CCB.
In
addition, the PCMR team assists in identifying systemic issues and challenges that
generally cannot be resolved
at
the district or MSC. Details on how the PCMR team
operates are found at Appendix
F.
e.
Meetings.
(1) CCB Meetings: The HQ CCB
will establish and publish pre-scheduled CCB
meetings
annually to ensure and secure the availability
of
CCB members.
(2) On-Board Review Meetings. An on-board review meeting is required for
all
projects scheduled for a HQ CCB meeting. Details are found
at
Appendix F.
f.
Civil Works Budget and
Work
Plan Eligibility. The Corps
of
Engineers Civil Works
Direct Program Development Policy Guidance, EC 11-2-208, states that project cost
estimates exceeding the authorized cost plus inflation must be approved by the DCG-
CEO
for
budget eligibility. Similarly, DCG-CEO decisions
may
impact work plan
eligibility.
g.
Decision Thresholds. When the decision threshold
for
an MSC has been
exceeded, HQ CCB must be notified immediately. A HQ CCB meeting must be
scheduled.
h.
Performance Measurement Baseline. Unless otherwise approved by the HQ
CCB, the
PMB
is
the authorized project cost plus inflation
or
its equivalent as
determined by
HQUSACE. ·
FOR THE COMMANDER:
7 Appendices
STEVEN
L.
STOCKTON
Appendix
A-
Change Control Director
of
Civil Works
Board
Process
Appendix B - Change Management Plan Template
Appendix C - Change and Decision Log
Sample
Appendix D - Scope, Schedule, and Cost Change
Request
(SSACCR) Form
Appendix E - Cost Analysis Worksheet
Sample
Appendix F -
On
-Boa
rd
Re
vi
ew M
ee
ting Requirements
6
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APPENDIX A
CHANGE CONTROL BOARD PROCESS
Project
Delivery Team
District
Change Control Board
MSC Change Control Board
(Approval authority limited to the
authorized project
cost plus
inflation)
HQUSACE Change
Control Board
(Approval authority
above
authorized project cost plus
inflation
up to
902 limit)
Flowchart Notes:
This will be completed in conjunction
With the development of the PMP.
Approved
Incorporate change
request DECISION
into PMP and CMP
documents
PROC 3000
Project
Execution
and Control
Start
Develop Change
Management Plan
(CMP) (including
proposed thresholds
and CCB membership)
and Submit to DPM
No
No
Yes
1
1
Approved
?
No
Yes
DPM will coordinate
the approval of
thresholds &
CCB Membership
Execute the
Approved Change
Management Plan
(DPM Transmits
Approved CMP to PDT)
Approval
Authority?
?
Yes
Prepare CCB
documents and
schedule CCB
meeting(s)
Approval
Authority?
Conduct District CCB
No
Yes
Conduct MSC CCB
Approval
Authority?
Conduct HQ CCB
(HQ CCB
recommendations to
DCG)
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APPENDIX B
CHANGE MANAGEMENT PLAN TEMPLATE
1. Introduction
Paragraph 1 Instructions:
Start the development of your Project Change Management Plan with this template or
other as appropriate.
Change Management is an important part of any project. Changes must be vetted and
managed to ensure that they are within the scope of the project and are communicated
to all stakeholders if they are approved. The process for submitting, reviewing, and
approving changes must also be communicated to all stakeholders in order to properly
set expectations. If changes are allowed to be submitted or are implemented in and
unorganized way, any project is sure to fail. ALL projects must include a Change
Management Plan as part of the overall Project Management Plan. It can either be
included as a section in the Project Plan or as an appendix as a subsidiary
management plan.
The Change Management Plan was created for the [enter project name] Project in order
to set expectations on how the approach to changes will be managed, what defines a
change, the purpose and role of the change control board, and the overall change
management process. All stakeholders (customers, PDT members, management, ALL)
will be expected to formally submit or request changes to the [enter project name]
Project in accordance with this Change Management Plan and all requests and
submissions will follow the process detailed herein.
This plan, including thresholds, has been approved by:
District Change Control Board:
MSC Change Control Board:
Other entity (i.e. Dam Safety/RMC/etc):
2. Change Management Approach
Paragraph 2 Instructions:
This section of the Change Management Plan describes the approach the organization
will use for managing change throughout the project. Throughout a project’s lifecycle
there may be very few or very many submitted changes. The approach taken to
manage these changes must be consistent and repeatable in order to provide a quality
change management plan and process.
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The Change Management approach for the [enter project name] Project will ensure that
all proposed changes are defined, reviewed, agreed upon, and approved so they can be
properly implemented and communicated to all stakeholders. This approach will also
ensure that only changes within the authorized scope of this project are approved and
implemented.
The Change Management approach is not to be confused with the Change
Management Process which will be detailed later in this plan. The Change
Management approach consists of three areas:
Ensure changes are within scope and beneficial to the project
Determine how the change will be implemented
Manage the change as it is implemented
The Change Management process has been designed to make sure this approach is
followed for all changes. By using this approach methodology, the [enter project name]
Project Team will prevent unnecessary change from occurring and focus its resources
only on beneficial changes within the project's authorized scope.
3. Definitions of Change
Paragraph 3 Instructions:
This section of the Change Management Plan defines the different types of changes
that may be requested and considered for the project. These changes may include
schedule change, budget change, scope change, or project document changes. Most
changes will impact at least one of these areas and it is important to consider these
impacts and how they will affect the project.
There are several types of changes which may be requested and considered for the
[enter project name] Project. Depending on the extent and type of proposed changes,
formal documentation and the communication of these changes will be required to
include any approved changes into the project plan as well as ensure all stakeholders
are notified. Types of changes include:
Scheduling Changes: changes which will impact the approved project schedule.
These changes may require fast tracking, crashing, or re-baselining the schedule
depending on the significance of the impact.
Budget Changes: changes which will impact the approved project budget (i.e.
authorized cost). These changes may require requesting additional funding,
releasing funding which would no longer be required or adding to project or
management reserves. This may require changes to the cost baseline for the
project.
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Scope Changes: changes which are necessary and impact the project’s scope
which may be the result of unforeseen requirements which were not initially planned
for. These changes may also impact budget and schedule. These changes may
require revision to WBS, project scope statement, and other project documentation
as necessary.
The project manager must ensure that any approved changes are communicated to the
project stakeholders. Additionally, as changes are approved, the project manager must
ensure that the changes are captured in the project documentation where necessary.
These document updates must then be communicated to the project delivery team and
stakeholders as well.
4. Decision Thresholds
Paragraph 4 Instructions:
Decision thresholds within the risk contingency for a project may be established (see
Figure 1). These thresholds will be used to determine/measure the tolerance for
change within or outside of the risk contingency for a project. A threshold is a cost,
time, quality, technical, or resource value used as a parameter to establish a lower
and/or upper limit to trigger an action. The project delivery team (PDT) will examine, at
the lowest level practicable, the project’s scope, schedule, cost and risk to develop
change thresholds. Decision thresholds will be developed for multiple levels of approval
to include the PDT level, District CCB, MSC CCB and the HQUSACE CCB, as
applicable. See sample Decision Threshold Matrix, Figure 1. Consideration will be
given to individual changes, cumulative changes, and remaining contingency for
schedule and cost. Note: Guidance currently exists for both mega projects and dam
safety projects requiring the use of thresholds for PDT, District, MSC, and headquarters.
The chart below is only an example. Prior to including such a chart, the leadership at
district, MSC, and headquarters should be included in the decision.
For [enter project name], the following decision thresholds have been approved.
Decision Authority
Estimated Cumulative
Contingency Usage
Overall Physical
Progress
HQ CCB/DCG-CEO
Estimating that all
contingency exhausted
TBD
MSC CCB
(range)% or $$$
TBD
District CCB
(range) % or $$
TBD
PDT
(range)% and/or $ below
TBD
Figure 1: Decision Threshold Matrix Example
5. Change Control Boards
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Paragraph 5 Instructions:
Here the Change Management Plan describes the Change Control Board, the purpose
of the board, and the members and their roles on the board. The change control board
is the approval authority for all proposed project changes. If a change is not approved
by the control board then it will not be implemented with the project. The size and
function of change control boards may vary depending on the organization but their
purpose and the roles and responsibilities are consistent.
The Change Control Board (CCB) is the approval authority for all proposed change
requests pertaining to the [enter project name] Project. The purpose of the CCB is to
review all change requests, determine their impacts on the project risks, scope, cost,
and schedule, and to approve or deny each change request. The following chart
provides a list of the CCB members for the [enter project name] Project:
[Enter district name] District CCB
Name
Position
CCB Role
DPM/Programs Chief
CCB Chair - recommends
Chief, Planning
CCB Co-Chair -
recommends
Chief, Engineering
CCB Co-Chair -
recommends
Chief, Construction
CCB Member-
recommends
District Engineer
Approves/Rejects
Changes
[Enter MSC name] Division CCB
Name
Position
CCB Role
DPM/Programs Chief
CCB Chair
Chief, Planning
CCB Member
Chief, Engineering
CCB Co-Chair
Chief, Construction
CCB Member
MSC Commander
Approves/Rejects
Changes
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HQUSACE CCB
Name
Position
CCB Role
HQ, Chief, CW Integration
Division
CCB Chair
HQ, Chief, Planning
Division
CCB Co-Chair
HQ, Chief, Engineering &
Construction Division
CCB Co-Chair
DCG-CEO
Approves/Rejects
Changes
As change requests are submitted to the [enter project name] Project Manager by the
project team/stakeholders, the Project Manager will log the requests in the change log
and the CCB will convene [enter frequency] to review all change requests. For a change
request to be approved, all CCB members must vote in favor. In the event more
information is needed for a particular change request, the request will be deferred and
sent back to the requestor for more information or clarification. If a change is deemed
critical, an ad hoc CCB meeting can be called in order to review the change prior to the
next scheduled CCB meeting.
6. Roles and Responsibilities
Paragraph 6 Instructions:
This section of the Change Management Plan describes the roles and responsibilities of
project team members in regards to the change management process. It is important
that everyone understands these roles and responsibilities as they work through the
change management process. These roles and responsibilities must be communicated
as part of the change management plan to all project stakeholders.
The following are the roles and responsibilities for all change management efforts
related to the [enter project name] Project:
District Engineer/MSC Commander/DCG-CEO:
Approve/reject all changes to budget/funding allocations within approved thresholds
Approve/reject all changes to schedule baseline within approved thresholds
Approve/reject any changes in project scope within approved thresholds
Chair the CCB
Project Manager:
Receive and log all change requests from project stakeholders
Conduct preliminary risk, cost, schedule, scope analysis of change prior to CCB
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Seek clarification from change requestors on any open issues or concerns
Make documentation revisions/edits as necessary for all approved changes
Participate on CCB
Project Delivery Team / Stakeholders:
Submit all change requests on standard organizational change request forms
Provide all applicable information and detail on change request forms
Be prepared to address questions regarding any submitted change requests
Provide feedback as necessary on impact of proposed changes
7. Change Control Process
Paragraph 7 Instructions:
This part of the Change Management Plan should describe the change control process
from beginning to end. Typically, a change control process should be an organizational
standard and repeatable. This process is the tool which is used to ensure adherence to
the organization’s change management approach which was discussed in an earlier
section. By following all of the steps, the project team can successfully incorporate
approved changes, communicate the changes, and update project documentation.
The Change Control Process for the [enter project name] Project will follow the
organizational standard change process for all projects. The project manager has
overall responsibility for executing the change management process for each change
request.
[Enter Change Control Board Process or processes/standard operating procedures to
be used.]
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APPENDIX C
Change and Decision Log Template
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APPENDIX D
SCOPE, SCHEDULE, AND COST CHANGE REQUEST (SSACCR) FORM
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APPENDIX D
SCOPE, SCHEDULE, AND COST CHANGE REQUEST (SSACCR) FORM
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APPENDIX E
COST ANALYSIS WORKSHEET SAMPLE
(a) (b)
(c) (d) (e) (f) (g) (h) (i) (j) (k) (l)
($k) ($k) ($k) ($k) ($k) ($k) ($k) ($k) ($k) ($k)
01 LANDS AND DAMAGES 625 156 781 350 - 275 156 431 22,200 (22,044)
02 RELOCATIONS - - - - -
03 RESERVOIRS - - - - -
04 DAMS - - - - -
05 LOCKS - - - - -
06 FISH & WILDLIFE FACILITIES 62,492 15,623 78,115 24,000 - 38,492 15,623 54,115 - 15,623
07 POWER PLANT - - - - -
08 ROADS, RAILROADS & BRIDGES - - - - -
09 CHANNELS & CANALS - - - - -
10 BREAKWATER & SEAWALLS - - - - -
11 LEVEES & FLOODWALLS - - - - -
12 NAVIGATION PORTS & HARBORS - - - - -
13 PUMPING PLANT - - - - -
14 RECREATION FACILITIES - - - - -
15 FLOODWAY CONTROL & DIVERSION STRUC. - - - - -
16 BANK STABILIZATION - - - - -
17 BEACH REPLENISHMENT - - - - -
18 CULTURAL RESOURCE PRESERVATION - - - - -
19 BUILDINGS, GROUNDS & UTILITIES - - - - -
20 PERMANENT OPERATING EQUIPMENT - - - - -
30 Planning Engineering and Design 16,111 4,028 20,139 6,500 - 9,611 4,028 13,639 - 4,028
31 Construction Management (S&A) 8,220 2,055 10,275 2,500 - 5,720 2,055 7,775 - 2,055
32 HTRW Investigation - - - - -
99 Project Risk - - - - -
- - - - -
87,448 21,862 109,310 33,350 - 54,098 21,862 75,960 22,200 (338)
109,310
115,000
10.00% 2,186
40.00% 8,745
50.00% 10931
Total Project Risk Contingency 21,862
HQUSACE Change Control Board
This change request will be evaluated by the
Project Level Contingency: This option allows the Change Control Boards' contingency thresholds to be established at the project level. In this instance the total project contingency is $21,862k. The PM will fill
in columns highlighted in yellow at the beginning of the project. Columns highlighted in blue will be changed each time a new change is either approved (in column G) or proposed (in column K). The fields
highlighted in green are the threshold percentages that the PDT, District CCB, and Division CCB has authority to approve and will add up to 100%. When the total of the cumulative approved change requests
plus the current change request(s) is greater than a threshold, the next higher approver will be required to authorize the change.
Project Delivery Team Contingency Threshold
District Change Control Board Contingency
Division Change Control Board Contingency Threshold (%)
Maximum Authorized Project Cost Limit
(Section 902 Limit or Administrative Limit)
Current Change
Request(s)
Remaining
Contingency After
Change Request
Total
Authorized Cost Inflated thru Midpoint of
Construction
Change Request Cost Analysis Summary
Cumulative Cost
of Approved
Change Requests
Remaining
Base Cost
Remaining
Contingency
Remaining
Full Cost
Account Number & Feature Description
Feature
Base Costs
Feature
Contingency
Feature
Full Costs
Sunk Costs
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APPENDIX F
ON-BOARD REVIEW MEETING REQUIREMENTS
Two weeks prior to a schedule HQ Change Control Board (CCB) meeting, the MSC
must schedule a meeting with the HQ Project Cost Management Review (PCMR) team
to conduct an on-board project review with the district and MSC.
The HQ PCMR team comprises of selected members from Programs & Project
Management, Engineering & Construction, Planning & Policy Division, Real Estate,
Cost Mandatory Center of Expertise (MCX), Cost Engineering, and other programs and
offices as needed.
1. Documents: At a minimum, the following documents are required:
a. Certified Cost Estimate from the Cost MCX in Walla Walla
b. MSC Request to Exceed Authorized Cost Plus Inflation FORM (all signatures
required)
c. HQUSACE CCB Briefing
d. The last three Justification Sheets submitted
e. Other supporting documents that may be requested: CSRA, Risk Register,
Change/Decision Log, Decision Documents, VE reports, etc.
2. Typical Questions: Typical questions asked during the review meeting are listed
below; however, some questions may lead to additional follow-on questions.
a. When will this project be complete?
b. What is the project duration?
c. Are there new requirements for the project? Please describe the new
requirement(s). When were the requirements identified? What was the estimated
cost to implement the new requirement(s)? Who approved the change?
d. If new requirements are associated with new design standards in Corps regulations
and/or guidance, please specify the regulations including paragraphs.
e. What is the project scope and deliverables as stated in the Chief's report?
f. What has been completed?
g. What work remains to be completed?
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h. What will be completed within the authorized cost plus inflation and/or the Section
902 limit?
i. Has the customer/sponsor been notified of the cost increase including their
associated responsibility for increased costs? If so, what was their response?
j. Has a Value Engineering (VE) study been done on the project? If so, when? What
was the outcome/savings?
k. Is a PACR/GRR/LRR document underway or planned? If so, when did it begin?
When is it scheduled for MSC and HQ submission? What is the estimated cost for
the PACR/GRR/LRR?
3. Comments: Districts and MSCs should pay attention to project duration, total project
cost estimate versus authorized cost plus inflation, data accuracy, commitments in
Justification Sheets, statutory cost limits for projects, physical progress on projects, and
remaining work to complete projects.