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AACEInternationalRecommendedPracticeNo.

10S90

COSTENGINEERINGTERMINOLOGY
TCMFramework:GeneralReference
(AllSections)

Rev.November14,2014
Note:AsAACEInternationalRecommendedPracticesevolveovertime,pleaserefertowww.aacei.orgforthelatestrevisions.

CopyrightAACEInternational AACEInternationalRecommendedPractices
AACEInternationalRecommendedPracticeNo.10S90
COSTENGINEERINGTERMINOLOGY
TCMFramework: GeneralReference
(AllSections)

November 14,2014

Unlessotherwisenoted,alltermscontainedinthisdocumenthavebeendevelopedbyvariousAACEInternational
technical subcommittees, special interest groups, or project teams. All terms have been subject to a thorough
reviewprocess,followedbyapprovalbytheAACEInternationalTechnicalBoard.Portionsofthisdocumenthave
beenincorporatedintotheAmericanNationalStandardsInstitutes(ANSI)StandardNo.Z94.x.

The(mm/yy)attheendofeachdefinition,indicatesthedateadopted/revised.

ChangesinNovember14,2014revision:
ACTUALTIME(AT)(new) PLANNEDDURATION(PD)(new)
APPORTIONEDEFFORT(revised) PLANNEDDURATIONOFWORKREMAINING(PDWR)
EARNEDSCHEDULE(ES)(new) (new)
ESTIMATEATCOMPLETION[EAC(t)](new) SCHEDULEPERFORMANCEINDEX[SPI(t)](new)
INDEPENDENTESTIMATEATCOMPLETION[IEAC(t)] SCHEDULEVARIANCE[SV(t)](new)
(new) VARIANCEATCOMPLETION[VAC(t)](new)
LEVELOFEFFORT(LOE)(revised)

ChangesinJanuary14,2014revision:
CREW(new) LOGICSTATIC(FIXED)(new)
DAILYCREWOUTPUT(new) ORGANIZATIONBREAKDOWNSTRUCTURE(OBS)
LABORNORM(new) (revised)
LABORNORMPREAMBLE(new) RESPONSIBILITYASSIGNMENTMATRIX(RAM)
LABORPRODUCTIVITYNORM(new) (revised)
LEVELOFEFFORT(LOE)(revised)
LOGICDYNAMIC(CONDITIONAL)(new)

ChangesinOctober23,2013revision:

50/50TECHNIQUE(new) (revised)
ACCRUAL(new) EQUIVALENTUNITSTECHNIQUE(new)
ACTUALCOSTS(deleted) ESTIMATETOCOMPLETE(ETC)(revised)
ACTUALCOST(AC)(new) ESTIMATEDACTUALCOSTS(new)
ACTUALCOSTOFWORKPERFORMED(ACWP) FORMALREPROGRAMMING(new)
(revised) INCREMENTALMILESTONETECHNIQUE(new)
APPORTIONEDEFFORT(revised) INDIRECTCOSTS(revised)
BASELINE(revised) INTEGRATEDPRODUCTTEAMS(IPT)(new)
BUDGETATCOMPLETION(BAC)(new) LABOREFFICIENCYVARIANCE(new)
BUDGETEDCOSTOFWORKPERFORMED(BCWP) LABORRATEVARIANCE(new)
(revised) MANAGEMENTRESERVE(revised)
BUDGETEDCOSTOFWORKSCHEDULED(BCWS) NEARCRITICALACTIVITY(revised)
(revised) NEGATIVELAG(new)
BURDEN(revised) ORGANIZATIONBREAKDOWNSTRUCTURE(OBS)
CHANGENOTICE(revised) (revised)
CONTRACTBUDGETBASE(CBB)(new) OVERTARGETBASELINE(OTB)(new)
CONTROLACCOUNT(CA)(revised) OVERTARGETSCHEDULE(OTS)(new)
CONTROLACCOUNTMANAGER(CAM)(new) PERCENTCOMPLETE(new)
COSTELEMENT(new) PERFORMANCEMEASUREMENTBASELINE(revised)
COSTPERFORMANCEREPORT(CPR)(new) PHYSICALPERCENTAGECOMPLETE
EARNEDVALUE(EV)(revised) PLANNEDVALUE(PV)(revised)
EARNEDVALUEMANAGEMENT[SYSTEM](EVM[S]) REPLANNING
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REPROGRAMMING(revised) SUMMARYTASK(revised)
RESPONSIBILITYASSIGNMENTMATRIX(RAM)(new) TARGET(new)
ROLLINGWAVEPLANNING(revised) TECHNICALPERFORMANCEMEASUREMENT(new)
RUBBERBASELINE(new) TOCOMPLETEPERFORMANCEINDEX(TCPI)(new)
SCHEDULEBASELINE(new) TOTALALLOCATEDBUDGET(TAB)(new)
SCHEDULECONTINGENCY(revised) TRACEABILITY(new)
SCHEDULEMARGIN(SM)(revised) UNDISTRIBUTEDBUDGET(UB)(new)
SCHEDULERESERVE(new) VARIANCEATCOMPLETION(VAC)(revised)
SCHEDULETRACEABILITY(new) VARIANCETHRESHOLD(new)
STATUSDATE(revised) WORKBREAKDOWNSTRUCTURE(WBS)(revised)
SUMMARYLEVELPLANNINGPACKAGE(SLPP)(new) WORKPACKAGE(revised)
SUMMARYSCHEDULE(revised)

ChangesinOctober17,2013revision:

MANAGEMENTSCHEDULERESERVE(MSR)(new) SCHEDULECONTINGENCY(revised)
SCHEDULEBUFFER(new) SCHEDULEMARGIN(new)

ChangesinOctober10,2013revision:

CONTINGENCY(revised) MANAGEMENTRESERVE(MR)(revised)
DESCOPE(new)

ChangesinApril25,2013revision:

RISKMANAGEMENTTEAM(new) ENTERPRISERISKMANAGEMENT(new)

ChangesinNovember3,2012revision:

COSTESTIMATING(revised) COSTESTIMATOR(PROJECT)(new)

ChangesinAugust24,2012revision:

RISKSAFEGUARD(new) RISKCONTAINMENT(new)

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50/50TECHNIQUEInearnedvalue,atechniquetoearnbudgetbasedonassignmentofbudgetequallyacross
twoaccountingmonths.Budgetisearnedat50%whenstarted,andtheremainderatcompletion.Thistechniqueis
limitedtoworkpackagelessthantwomonthsinduration.(11/13)

ACCELERATION Conduct by the owner or its agent (either in a directed or constructive manner) in which a
contractorisrequiredtocompleteperformanceofacontractedscopeofworkearlierthanscheduled.Adirected
acceleration occurs when the owner formally directs such acceleration completion. A constructive acceleration
generallyoccurswhenacontractorisentitledtoanexcusabledelay;thecontractorrequestsatimeextensionfrom
theowner;theownerdeclinestograntatimeextensionorgrantsoneinanuntimelymanner;theownerorits
agenteitherexpresslyorderscompletionwithintheoriginalperformanceperiodorimpliesinaclearmannerthat
timely completion within the original performance period is expected; and the contractor gives notice to the
owneroritsagentthatthecontractorconsidersthisactionanaccelerationorder.(6/07)

ACCEPT/ACCEPTANCE
(1)Theformalprocessofacceptingdeliveryofaproductoradeliverable.
(2)Theactoftakingcustodybasedonsatisfactoryverification.
(3) The act of an authorized representative, for itself or as agent for another, assumes ownership of existing
identified supplies tendered or approves specific services rendered as partial or complete performance of the
contract.
(4)InTCMriskmanagement,aresponsestrategyforboththreatsandopportunities.
Seealso:RISKRESPONSE.(12/11)

ACCEPTANCE,FINAL(PARTIAL)Theformalactionbytheowneracceptingthework(oraspecifiedpartthereof),
following written notice from the engineer that the work (or specified part thereof) has been completed and is
acceptablesubjecttotheprovisionsofthecontractregardingacceptance.(11/90)

ACCEPTANCE CRITERIA Implicit or explicit specifications that must be achieved for a product or service to be
acceptablewithinthetermsofthecontractoragreementseekingitsdelivery.(8/07)

ACCEPTED RISK Risks that are identified, but for which no other risk response is taken in the risk treatment
process(e.g.,avoid,reduce,transfer).Seealso:RESIDUALRISK;RISKRESPONSE.(12/11)

ACCESSTOTHEWORKTherightofthecontractortoingressandegress,andtooccupytheworksiteasrequired
toreasonablyperformtheworkdescribedinthecontractdocuments.Anexampleofdenialofaccesstothework
wouldbeonthesegmentofasewerinstallationprojectwherenoeasementsorworklimitsareindicated,butthe
contractor is ordered, after contract award, to conduct operations within a narrow work corridor necessitating
differentorunanticipatedconstructionmethods(e.g.,useofsheeting).(11/90)

ACCOUNTABILITYAnswerable,butnotnecessarilychargedpersonallywithdoingthework.Accountabilitycannot
bedelegatedbutitcanbeshared.(11/90)

ACCOUNTCODESTRUCTURESystemusedtoassignsummarynumberstoelementsoftheworkbreakdownand
accountnumberstoindividualworkpackages.(11/90)

ACCOUNTNUMBERAnalphanumericidentificationofaworkpackage.Anaccountnumbermaybeassignedto
oneormoreactivities.(6/07)

ACCOUNTSPAYABLEThevalueofgoodsandservicesrenderedonwhichpaymenthasnotyetbeenmade.See
also:TAXESPAYABLE.(11/90)

ACCOUNTSRECEIVABLEThevalueofgoodsshippedorservicesrenderedtoacustomeronwhichpaymenthas
notyetbeenreceived.Usuallyincludesanallowanceforbaddebts.(11/90)

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ACCRUALInearnedvaluemanagement,theactualcoststhatarerecordedforgoodsand/ormaterialreceivedor
servicesrenderedbeforepayment.Forexample,subcontractorserviceforasafetyinspectionforaspecificpieceof
equipmentinthemonthofJanuarywhichwasvalidatedascompletedmayberecordedbyaccrualbasedonan
estimatedcost.However,theaccrualsoriginallyrecordedinJanuaryforthecostofthisactivityareadjustedaftera
finalcostisdetermined.Seealso:ACTUALCOST(AC)(10/13)

ACCURACY RANGE An expression of an estimates predicted closeness to final actual costs or time. Typically
expressed as high/low percentages by which actual results will be over and under the estimate along with the
confidenceintervalthesepercentagesrepresent.Seealso:CONFIDENCEINTERVAL;RANGE.(12/11)
ACTIONAmeasuretakenorimplementedthatisintendedtoinfluencethecourseoftheproject.(6/07)

ACTION ITEM Something agreed to be done as a meeting outcome and usually recorded in meeting minutes.
(6/07)

ACTIONOWNERInTCMriskmanagement,thepartychargedwithimplementingariskresponse.Seealso:RISK
OWNER.(12/11)

ACTIONPLANAplanthatdescribeswhatneedstobedoneandbywhen.Projectplansareactionplans.(6/07)

ACTIVITY An operation or process consuming time and possibly resources (with the exception of dummy
activities). Anactivity is an element of work that mustbe performed in order tocomplete aproject.Anactivity
consumes time, and may have resources associated with it. Activities must be measurable and controllable. An
activitymayincludeoneormoretasks.Seealso:TASK.(6/07)

ACTIVITY ATTRIBUTES Schedulerelated characteristics and designations that uniquely describe a network
activity. Attributes can include early and late start and finish dates; identification codes; resource assignments;
predecessorandsuccessoractivities;andanyotherinformationthatplacestheactivityintoaccuratecontextofits
placeintheactivitynetwork.(8/07)

ACTIVITY BAR A rectangle representing an activity on the bar chart. Its length is scaled according to the time
scale.Seealso:EARLYBAR.(6/07)

ACTIVITY CALENDAR In computer scheduling, calendar that defines the working and nonworking patterns
applicabletoanactivity.Theactivitycalendarisnormallyoverriddenbytheprojectcalendar.Seealso:RESOURCE
CALENDAR.(6/07)

ACTIVITYCODEAlphanumericdesignationsystem,withcode(s)assignedtoanactivitytogrouporcategorizeits
properties. Coding is used for detail and summary reporting purposes. Syn.: ACTIVITY IDENTIFIER. See also:
CODING;WORKBREAKDOWNSTRUCTURE(WBS).(6/07)

ACTIVITYCOSTThemonetaryamountexpendedtocompleteanactivity.Dependinguponthecostmodelandjob
costsystemused,Activitycostmayormaynotincludeindirectcosts(jobsiteandhomeoffice)aswellasdirect
costs.(6/07)

ACTIVITY DESCRIPTION A unique activity name and word description, which generally defines the work to be
accomplishedwhicheasilyidentifiesanactivitytoanyrecipientoftheschedule.(6/07)

ACTIVITY DEFINITION Process of identifying specific activities that must be performed to produce project
deliverables.[8](6/07)

ACTIVITYDURATION
(1)Lengthoftimefromstarttofinishofanactivity,estimatedoractual,inworkingorcalendartimeunits.

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(2)Bestestimateofcontinuoustime(hours,days,weeks,andmonths)neededtocompletetheworkinvolvedin
anactivity.Thistakesintoconsiderationthenatureofthework,andtheresourcesneededtocompletethetask.
Baseline activity duration development can become very complex when productivity impacts and nonstandard
productionratesmustbeutilizedtomeettheconstraintsoftheproject.
Seealso:DURATION.(6/07)

ACTIVITYDURATIONESTIMATINGEstimationofthenumberofworkperiodsthatwillbeneededtocompletethe
activity.(6/07)

ACTIVITYIDENTIFIERSeealso:ACTIVITYCODE.(11/90)

ACTIVITY LIST A table of scheduled activities listing their respective descriptions, unique identification codes,
sufficientlydetailedscopes,andpredecessorandsuccessoractivities,sothattheprojectteamcanreadilydiscern
theworkofeachactivityandtheprojectasawhole.(8/07)

ACTIVITYNUMBERSeealso:ACTIVITYCODE.(6/07)

ACTIVITYONARROW(AOA)Anactivitynetworkformat.Scheduleactivitiesarerepresentedbyarrowsandnodes
are represented by circles. AOA networks require the use of dummy activities to properly model work flow.
(6/07)

ACTIVITYONNODE(AON)Anactivitynetworkformat.Scheduleactivitiesarerepresentedbyboxesorbarsand
relationshipsarerepresentedbyarrows.PureAONnetworksrelysolelyonfinishtostartrelationshipsanddonot
employtheuseofactivitylagstomodelworkflow.(6/07)

ACTIVITY RELATIONSHIP Activity relationships determine how activities relate to one another and establish
schedulelogic.Seealso:LOGIC.(6/07)

ACTIVITY SEQUENCING The process of identifying and documenting dependencies among schedule activities.
(6/07)

ACTIVITYSPLITTINGDividing(i.e.,splitting)anactivityofstatedscope,descriptionandscheduleintotwoormore
activitieswhicharerescopedandrescheduled.Thesumofthesplitactivitiesisnormallythetotaloftheoriginal.
Seealso:HARDLOGIC;SOFTLOGIC.(11/90)

ACTIVITY STATUS Information about the performance of an activity that is used to update schedule progress.
Typicalstatusinformationincludesactualstartandfinishdates,percentcomplete,andremainingduration.Thisis
informationusedtoupdatethecriticalpathmethodcalculationsperiodically.(6/07)

ACTIVITYTIMESTimeinformationgeneratedthroughthecriticalpathmethodcalculationthatidentifiesthestart
andfinishtimesforeachactivityinthenetwork.(11/90)

ACTIVITYTYPEDictatescalendarusedinschedulingsoftwareforschedulecalculations.Typicalactivitytypesare:
independent,task,hammock,WBS,andmilestone.(6/07)

ACTIVITY TOTAL SLACK The latest allowable end time minus earliest allowable end time. The activity slack is
alwaysgreaterthanorequaltotheslackoftheactivityendingevent.(11/90)

ACTSOFGOD
(1)Anextraordinaryinterruptionbyanaturalcause,asafloodorearthquake,ortheusualcourseofeventsthat
experience,foresightorcarecannotreasonablyforeseeorprevent.
(2)Aneventinnatureoverwhichneithertheownernorthecontractorhasanycontrol.(11/90)

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ACTUAL[DURATION,START,FINISH,LOGIC,ETC.]Scheduleinformationthatshowswhathasactuallyoccurred.
Forexample,theactualstartdateforataskisthedayonwhichthetaskactuallystarted,anditsactualcostisthe
expendituresincurredspentuptothepresent.(6/07)

ACTUALANDSCHEDULEDPROGRESSAcomparisonoftheobservableworkdoneatagiventimewiththework
planneduptothattime.(6/07)

ACTUAL COMPLETION DATE The calendar date on which an activity was completed. See also: ACTUAL FINISH
DATE.(11/90)

ACTUALCOST(AC).Syn.:ACTUALCOSTOFWORKPERFORMED(ACWP).(10/13)

ACTUALCOSTOFWORKPERFORMED(ACWP)
(1)Theactualexpendituresincurredbyaprogramorproject.
(2)Thedirectcostsactuallyincurredandthedirectcostsactuallyrecordedandassignedinaccomplishingthework
performed.Thesecostsshouldreconcilewiththecontractor'sincurredcostledgerswhentheyareauditedbythe
client.
(3) In earned value management, a measure of the actual cost of the work performed as of a data date.
Syn.:ACTUALCOST(AC).Seealso:PLANNEDVALUE(PV);BUDGETEDCOSTOFWORKSCHEDULED(BCWS);EARNED
VALUE(EV);BUDGETEDCOSTOFWORKPERFORMED(BCWP).(10/13)

ACTUALFINISHDATEDatewhenworkonanactivityissubstantiallycomplete.Activitysubstantialcompletionis
when only minor or remedial work remains and successor activities may proceed without hindrance from the
predecessors remaining work. It is not necessarily the last day work will be performed on that activity. The
remainingdurationofthisactivityiszero.(6/07)

ACTUALSTARTDATEDatewhenworkonanactivityactuallystartedwithintentionofcompletingactivitywithin
theplannedduration.Theactualstartdateisnotnecessarilythefirstdateworkwasperformedonthatactivity.
Interimstartsandstopsforanactivitymayshowtheneedforsplittingtheactivityintocomponentparts.(6/07)

ACTUALTIME(AT)Thenumberofwholeprojecttimeincrementsfromprojectinceptionthroughtimenow(data
date).(11/14)

ADDENDA Written or graphic instruments issued prior to the date for opening of bids which may interpret or
modifythebiddingdocumentsbyadditions,deletions,clarification,orcorrections.(11/90)

ADJUSTED INTERNAL RATEOFRETURN(AIRR) The compound rate of interest that,when used to discount the
terminalvaluesofcostsandbenefitsofaprojectoveragivenstudyperiod,willmakethecostsequalthebenefits
whencashflowsarereinvestedataspecifiedrate.[1](11/90)

ADMSeealso:ARROWDIAGRAMMINGMETHOD(ADM).(11/90)

ADMINISTRATIVECOSTSeealso:GENERAL&ADMINISTRATIVECOSTS(G&A).(6/07)

AGENTApersonauthorizedtorepresentanother(theprincipal)insomecapacity.Theagentcanonlyactwithin
thiscapacityor"scopeofauthority"tobindtheprincipal.Agencyagreementscanbeoralorinwriting.(11/90)

AGGREGATE A collection of items arbitrarily brought together as associated variables for analytical or
comparativepurposes.(11/90)

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AGREEMENTThewrittenagreementbetweentheownerandthecontractorcoveringtheworktobeperformed;
othercontractdocumentsareattachedtotheagreementandmadeapartthereofasprovidedtherein.(11/90)

ALLOCATED BASELINE Requirements allocated to lower level system elements controlled by formal change
control.(6/07)

ALLOCATED REQUIREMENTS Requirements apportioned to the elements of a system by applying applicable


knowledge and experience. Determination of allocated requirements is not as scientifically rigorous as
determinationofderivedrequirements.(6/07)

ALLOCATION
(1)Inplanningandscheduling,theprocessofdistributingorassigningworkonanactivitytospecificresources.
(2)Incostestimatingandbudgeting,theprocessofdistributingorassigningcostofanitemoractivity(oftenan
overheadorindirectcost)tospecificcostorbudgetaccounts.
Seealso:COSTDISTRIBUTION.(6/07)

ALLOWANCES
(1)Forestimating,resourcesincludedinestimatestocoverthecostofknownbutundefinedrequirementsforan
individualactivity,workitem,accountorsubaccount.
(2)Forscheduling,dummyactivitiesand/ortimeincludedinexistingactivitiesinascheduletocoverthetimefor
known,butundefinedrequirementsforaparticularworktask,activity,accountorsubaccount.(12/11)

ALTERNATIVEDISPUTERESOLUTION(ADR)Anyprocedureorcombinationofproceduresusedtoresolveissuesin
controversy without the need to resort to litigation. ADR typically includes assisted settlement negotiations,
conciliation,facilitation,mediation,factfinding,minitrials,andarbitration.(6/07)

AMBIGUITY An uncertainty in the meaning of provisions of a contract, document or specification. Mere


disagreement about the meaning of a provision does not indicate an ambiguity. There must be genuine
uncertaintyofmeaningbasedonlogicalinterpretationofthelanguageusedinthecontract.Generally,ambiguities
incontractsareconstruedagainstthedrafteroftheagreement.(11/90)

AMENDMENT A modification of the contract by a subsequent agreement. This does not change the entire
existingcontractbutdoesalterthetermsoftheaffectedprovisionsorrequirements.(11/90)

AMORTIZATION
(1) As applied to a capitalized asset, the distribution of the initial cost by periodic charges to operations as in
depreciation.Mostproperlyappliestoassetswithindefinitelife.
(2)Thereductionofadebtbyeitherperiodicorirregularpayments.
(3)Aplantopayoffafinancialobligationaccordingtosomeprearrangedschedule.(11/90)

ANALOGOUS CRITICAL PATH The logic path determined by transferring the calculated critical path of the
collapsed asbuilt onto the analogous logic path on the asbuilt schedule. The analogous critical path allows the
analysttoreconcilethetotaldifferenceincompletiondatebetweenthecollapsedstateandtheasbuiltstatewith
thesumoftheextracteddelays,wholeorinpart,lyingontheanalogouspath.(6/07)

ANALYSISTheexaminationofacomplexwholeandtheseparationandidentificationofitsconstituentpartsand
theirrelationships.(11/90)

ANALYSIS (SCHEDULE VARIANCE) Comparison of actual cost/schedule performance to that planned. This
comparisonincludesidentificationofpotentialchangenoticesandtheircause.Derivesfromthemonitoringof
projectexpenditures,progressandperformance.Requiresapplicationofindependentreviewandcreativethought
processestocomeupwithacomprehensiveunderstandingofhow,why,andwhereprojectaccountsareheaded.

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Analysisshouldresultincorrectiveactiontooffset/minimizeanypotentialoverrunsandmaximizeanypotential
underruns.Seealso:SCHEDULEVARIANCE.(6/07)

ANALYSTCAUSEDRISKSyn.:IATROGENICRISK;ANALYSTINDUCEDRISK.(12/11)

ANALYSTINDUCEDRISKSyn.:IATROGENICRISK;ANALYSTCAUSEDRISK.(12/11)

ANDRELATIONSHIPLogicalrelationshipbetweentwoormoreactivitiesthatconvergesonordivergesfroman
event.Theandrelationshipindicatesthateveryoneoftheactivitieshastobeundertaken.(6/07)

ANNUALVALUEAuniformannualamountequivalenttotheprojectcostsorbenefitstakingintoaccountthetime
valueofmoneythroughoutthestudyperiod.Syn.:ANNUALWORTH;EQUIVALENTUNIFORMANNUALVALUE.See
also:AVERAGEANNUALCOST.[1](11/90)

ANNUALWORTHSeealso:ANNUALVALUE.[1](11/90)

ANNUALLYRECURRINGCOSTSThosecoststhatareincurredinaregularpatterneachyear.(6/07)

ANNUITY
(1)Anamountofmoneypayabletoabeneficiaryatregularintervalsforaprescribedperiodoftimeoutofafund
reservedforthatpurpose.
(2)Aseriesofequalpaymentsoccurringatequalperiodsoftime.(11/90)

ANTICIPATORY BREACH A specific refusal by the contractor to perform within the terms of the contract
documentsbeforeperformanceisdue;oraclearindicationthatthecontractorisunableorunwillingtoperform.
(11/90)

APPLICATION AREA Projects sharing specialized components that logically segregate work by product or
productiontechnologyorbyuser.(8/07)

APPLICATION FOR PAYMENT The form furnished by the owner or the engineer which is to be used by the
contractorinrequestingprogressorfinalpaymentsandwhichshallcontainanaffidavit,ifrequired,inthegeneral
orsupplementaryconditions.Theapplicationforpaymentincludesallsupportingdocumentationasrequiredby
thecontractdocuments.(11/90)

APPORTIONEDEFFORT
(1) An earned value technique that status is assessed consistent with a base task(s). The earned value percent
completeofthebaseeffortisusedtostatustheapportionedeffortworkpackage.Apportionedeffortistechnically
relatedandtimephasedproportionallytothebaseuntildesignated.
(2) Effort that cannot be readily measured or divided into discrete work packages, but its performance can be
measuredinproportiontoothermeasureableefforts.(11/14)

APPROVEToacceptastechnicallysatisfactorybypersonorpersonsinauthority.Theapprovalmaystillrequire
confirmationbysomeoneelseatahigherlevelofauthorityforlegalorcommercialconsiderations.(11/90)

ARBITRATION A method for the resolution of disputes by an informal tribunal in which a neutral person or
personswithspecializedknowledgeinthefieldinquestionrendersadecisiononthedispute.Anarbitratormay
grant any award which is deemed to be just and equitable after having afforded each party full and equal
opportunity for the presentation of the case. Arbitration does not strictly follow the rules of evidence and
discoveryproceduresfoundinlitigation.Arbitrationmaybeconductedundertheauspicesofanorganization(e.g.,
theAmericanArbitrationAssociation)whichisavailableasavehicleforconductingarbitration.(11/90)

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ARROWThegraphicrepresentationofactivitiesinADMnetwork.Onearrowrepresentsoneactivity.Thetailof
thearrowrepresentsthestartoftheactivity.Theheadofarrowrepresentsthefinish.Thearrowisnotavector
quantity and is not drawn to scale. A solid line is used for actual activities and a dashed line for dummies. It is
uniquelydefinedbytwoevents.(6/07)

ARROWDIAGRAMAnetwork(logicdiagram)onwhichtheactivitiesarerepresentedbyarrowsbetweenevent
nodes.(11/90)

ARROWDIAGRAMMINGMETHOD(ADM)Amethodofconstructingalogicalnetworkofactivitiesusingarrowsto
represent the activities and connecting those headtotail. This diagramming method shows the sequence,
predecessorandsuccessorrelationshipsoftheactivities.(11/90)

ARTIFACT(PLANNING)Apieceofinformationthatisproduced,modified,orusedbyaprocess,definesanareaof
responsibility,andissubjecttoversioncontrol.Anartifactcanbeamodel,amodelelement,oradocument.A
documentcanencloseotherdocuments.(6/07)

ASBUILT SCHEDULE Historical project record showing actual start and finish dates for work performed.
Generally,showslogicusedinthesequenceofconstruction,alongwithactualstartandfinishdates.(6/07)

ASPLANNED SCHEDULE The plan or baseline schedule the contractor developed to estimate/bid/contract to
perform the work. The asplanned schedule incorporates planned production rates, work calendars, resource
availability, logic ties, constraints and activity durations to meet contract requirements and contractor needs or
desires.(6/07)

ASLATEASPOSSIBLE (ALAP) An activity for which the scheduling application sets the early dates as late as
possiblewithoutdelayingtheearlydatesofanysuccessor.(6/07)

ASOFDATESeealso:DATADATE.(6/07)

ASSOONASPOSSIBLE(ASAP)Anactivityforwhichtheschedulingapplicationsetstheearlydatestobeassoon
aspossible.Thisisthedefaultactivitytypeinmostprojectmanagementsystems.(6/07)

ASSETS Anything owned that has a monetary value, e.g., property, both real and personal, including notes,
accountsandaccruedearningsorrevenuesreceivableandcashoritsequivalent.Assetsmaybesubdividedinto
current, fixed, etc. Property: real, i.e. physical; or intangible, i.e. knowledge, systems, or practices. Assets are
createdthroughtheinvestmentofresourcesinprojects.(6/07)

ASSETLIFECYCLESyn.:ECONOMICLIFE(CYCLE).(6/07)

ASSESSEDVALUEThatvalueenteredontheofficialassessor'srecordsasthevalueofthepropertyapplicablein
determiningtheamountoftaxestobeassessedagainstthatproperty.(11/90)

ATTRIBUTEInthecontextofassetorprojectplanning,acharacteristicorpropertywhichisappraisedintermsof
whetheritdoesordoesnotexist,(e.g.,goornotgo)withrespecttoagivenrequirement.(6/07)

AUDITInthecontextofassetorprojectperformanceassessment,aformal,independentexaminationwithintent
to verify conformance with established requirements through surveillance and inspection. They may be either
internalorexternal.(6/07)

AUTHORITY
(1) Power of influence, either granted to or developed by individuals, that leads to others doing what those
individualsdirect.

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