@article{wyandt_case_2009,
	title = {A {Case} for {Third} {Party} {Project} {Controls}},
	issn = {15287106},
	url = {http://search.ebscohost.com/login.aspx?direct=true&db=bth&AN=48225945&site=ehost-live},
	abstract = {The purpose of this paper is to promote the principal of third party project controls as an independent entity on projects in the private and public sectors. Project controls are typically subordinate to project management. The result of this relationship generates a motivation to produce deliverables biased toward pleasing management. Identify several examples of project controls failures. Examples would be several mega projects with gross cost overruns and schedule delays. Bring attention to the fact that project accounting is often performed by third party firms. Identify SOX issues related to EVA and accounting practices. Identify how project controls is responsible for accurate progress tracking and cost forecasting to accounting. Point out the obvious contradictions. Project controls should be performed by independent third parties whose only motivation is accuracy. This is a solution to the problem of biased inaccurate project controls. This solution elevates the position of cost engineering as a profession.},
	urldate = {2019-03-09},
	journal = {AACE International Transactions},
	author = {Wyandt, Randall S.},
	month = jun,
	year = {2009},
	keywords = {Accounting, Construction costs, Construction projects, Cost accounting, Cost control, Private sector, Project management, Public sector, Scheduling, Third parties (Law), cost overruns, forecasting, management, project controls and schedule delays},
	pages = {OWN..06.1--OWN.06.9}
}

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