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Business, general

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Does a rubber baseline guarantee cost overruns on defense acquisition contracts?

Article Abstract:

There is no relevant correlation between additional cost and baseline instability. A number of defense literature have the misconception that an unstable defense budget leads to additional costs on defense acquisition contracts. Any change in a defense contract does not necessarily mean additional costs on the rubber baseline budget. Two factors are given to explain why a volatile contract will not cost more than a stable one, namely, funding and the effect of "buying in." Funding for the defense contract should be adjusted appropriately.

Author: Christensen, David S., Gordon, James A.
Publisher: Project Management Institute
Publication Name: Project Management Journal
Subject: Business, general
ISSN: 8756-9728
Year: 1998
Management Consulting Services, Military Contract Administration Support, Analysis, Interpretation and construction, Military policy, Defense spending, Contract management, Defense contracts

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The estimate at completion problem: a review of three studies

Article Abstract:

A review of the formulas used togenerate the 'Estimate at Completion (EAC),' or projected completion cost of the US Navy's A-12 Avenger program, as well as the studies that investigate these formulas' accuracy is presented. The A-12 Avenger program, the Navy's prime aviation project in the 1980s, is an advanced attack aircraft in full-scale development. The project's EAC is said to be a contributory factor in its cancellation.

Author: Christensen, David S.
Publisher: Project Management Institute
Publication Name: Project Management Journal
Subject: Business, general
ISSN: 8756-9728
Year: 1993
Contracts, United States. Navy, A-12 (Aircraft)

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Integrated cost and schedule control: Hong Kong perspective

Article Abstract:

Integrated cost and schedule controls (C/S) are not popular in the Hong Kong construction industry. Even after the introduction of the island's Mass Transit Railways project in the 1970s, acceptance of such an integrated control system did not gain greater acceptance. This negative attitude reflects minimal contractor knowledge about C/S and assumes that the system will only increase overhead costs and labor requirements.

Author: Deng, Michael Z.M., Hung, Y.F.
Publisher: Project Management Institute
Publication Name: Project Management Journal
Subject: Business, general
ISSN: 8756-9728
Year: 1998
Construction, Work Schedules, Cost Control Techniques, Construction industry, Work hours, Accounting and auditing, Scheduling (Management), Calendar, Building trades, Building tradespeople, Cost control

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Subjects list: Finance, Research, Costs, Industrial, Industrial costs
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