AIC AO cheat sheet

Communication model: sender → encoding → channel → decoding → receiver → feedback; noise is any interference at any stage.

Media richness ranks face-to-face highest, then video, phone, written/impersonal lowest; choose richness to match message ambiguity.

Active listening components: attending, paraphrasing, reflecting feeling, questioning, summarizing; paraphrasing confirms understanding before responding.

Project communication plan elements: stakeholders, information needs, format, frequency, sender/responsible party, escalation path.

Status reporting rule: report against the baseline (planned vs. actual vs. forecast), not against the previous report.

Conflict modes (Thomas-Kilmann): competing, collaborating, compromising, avoiding, accommodating; collaborating seeks win-win and is preferred for important issues with time available.

Nonverbal cues carry much of face-to-face meaning; incongruence between words and body language signals a communication problem.

Written communication should use one idea per paragraph, active voice, and defined acronyms on first use to reduce decoding error.

Stress σ = P/A; strain ε = ΔL/L; elastic modulus E = σ/ε within the proportional limit.

Beam behavior: bending stress σ = Mc/I; shear stress τ = VQ/(It); deflection increases with span to the fourth power for uniform loads.

Concrete: water-cement ratio controls strength and durability - lower w/c raises strength and lowers permeability.

Soil compaction: maximum dry density occurs at optimum moisture content (Standard Proctor); permeability decreases with higher fines and denser compaction.

Hydraulics: flow Q = A × V; pressure head p = γh; continuity requires constant Q through a closed system.

Electrical basics: Ohm's law V = IR; power P = VI; three-phase power P = √3 × V × I × power factor.

Load paths: gravity loads travel slab → beam → column → footing → soil; lateral loads resist through shear walls, bracing, or moment frames.

Safety factor = ultimate (or yield) capacity / allowable (or design) load; higher uncertainty requires a higher factor.

Project vs. operations: projects are temporary and produce unique outputs; operations are ongoing and repetitive.

Organizational structures: functional (weak PM authority), matrix (weak/balanced/strong), projectized (high PM authority); PM authority rises along that continuum.

PMI process groups: Initiating, Planning, Executing, Monitoring and Controlling, Closing; they overlap, not strictly sequential.

Triple constraint: scope, schedule, cost, with quality affected by all three; a change to one typically forces change in another.

Maslow (physiological → self-actualization) and Herzberg (hygiene factors prevent dissatisfaction; motivators drive satisfaction) explain team motivation.

McGregor Theory X assumes workers avoid responsibility; Theory Y assumes self-direction - management style should match the team.

Stakeholder power/interest grid: high power–high interest = manage closely; low power–low interest = monitor.

Delegation requires authority, responsibility, and accountability; accountability cannot be delegated away from the manager.

Concrete mix design targets workability, strength, durability, and economy; slump tests workability, cylinders test compressive strength (28-day f'c).

Reinforcing steel: Grade 60 = 60 ksi yield; cover requirements protect rebar from corrosion and fire, and lap splices transfer load.

Structural steel shapes (W, S, C, L) are designated by depth and weight per foot; A992 is the common structural steel grade.

Asphalt pavement: aggregate gradation, binder grade (PG system), and compaction temperature govern density and performance.

Critical Path Method (CPM) models activities and logic; BIM adds 3D geometry plus 4D time and 5D cost dimensions.

LOD (Level of Development) 100–500 describes model element reliability, from conceptual to as-built; it is not a modeling-detail measure alone.

Clash detection compares model disciplines (structure vs. MEP) before construction to resolve spatial conflicts.

Earthwork methods: cut and fill balance minimizes haul; shrinkage and swell factors adjust bank, loose, and compacted volumes.

Bid components: direct labor, materials, equipment, subcontractors, indirect/job overhead, home-office overhead, profit, and contingency.

Quantity takeoff is measured from drawings and specifications; unit costs = quantity × unit price, summed by CSI division.

Bid bond guarantees the bidder will enter the contract; performance bond guarantees completion; payment bond protects subcontractors and suppliers.

Addenda issued before bid opening must be acknowledged; a bidder who fails to acknowledge a material addendum may be rejected.

Unit price = (material + labor + equipment + overhead + profit) per unit; labor cost = hours × wage rate ÷ productivity factor.

Balanced bidding avoids front-loading and unbalancing; mathematically unbalanced bids may be rejected as nonresponsive.

Escalation clause adjusts contract price for material price changes; allowance is a stated sum for undefined scope.

Bid shopping and bid peddling are unethical practices; sealed bid opening is public and recorded for public works.

Earned Value: PV (planned), EV (earned), AC (actual); CV = EV − AC; SV = EV − PV; positive values are favorable.

Performance indices: CPI = EV/AC; SPI = EV/PV; values below 1.0 indicate over cost or behind schedule.

Forecasts: EAC = BAC/CPI (typical variances continue); EAC = AC + (BAC − EV) (atypical); ETC = EAC − AC; VAC = BAC − EAC.

Percent complete by cost = EV/BAC; percent spent = AC/BAC; divergence between the two signals cost overrun.

Life-cycle cost includes acquisition, operation, maintenance, and disposal - not just initial construction cost.

Sunk costs are excluded from decisions; only future incremental costs and benefits matter.

Cost control loop: measure actuals, compare to budget, analyze variance, forecast, take corrective action.

Contingency covers known-unknown risks in the baseline; management reserve covers unknown-unknowns and sits outside the cost baseline.

Critical path = longest duration path through the network; its total float is zero, and delay on it delays project completion.

Float (slack) = LS − ES = LF − EF; total float is shared along a path, free float is unused float before the next activity.

Forward pass computes early start/finish; backward pass computes late start/finish.

PERT expected time = (O + 4M + P)/6; variance = ((P − O)/6)².

Crashing shortens duration by adding resources at extra cost; fast-tracking overlaps activities and adds risk.

Resource leveling may extend duration; resource smoothing adjusts within existing float and usually preserves duration.

Milestones have zero duration and mark significant events; a hammock or summary activity aggregates subordinate work.

Schedule control compares actual start/finish to baseline, updates the schedule, and analyzes variance and remaining work.

Hierarchy of controls: elimination, substitution, engineering controls, administrative controls, PPE - PPE is the last line of defense.

Fall protection is required at 6 ft in general construction (OSHA); guardrails, safety nets, or personal fall arrest systems are acceptable.

Excavation: protective system required at 5 ft depth or greater; spoil and equipment kept at least 2 ft from the edge.

Scaffold: top rail ~42 in, midrail ~21 in, toe board 4 in; scaffold must be designed by a qualified person and inspected before use.

Hazard communication (HazCom/GHS): Safety Data Sheets, container labeling, and employee training are required for hazardous chemicals.

Incident pyramid: many near misses precede a serious injury; reporting and investigating near misses prevents loss.

Job Hazard Analysis (JHA) breaks a task into steps, identifies hazards, and defines controls before work begins.

Recordable injury criteria include days away, restricted work, or medical treatment beyond first aid; incidence rate = (cases × 200,000)/hours worked.

Contract types: lump sum (fixed price), unit price, cost plus fixed fee, cost plus percentage of cost, and time and materials; risk shifts from owner to contractor as price becomes fixed.

Change order documents a scope modification with cost and time adjustments; a construction change directive orders work before price agreement.

Request for Information (RFI) clarifies ambiguous documents; submittals transmit shop drawings and product data for approval.

Substantial completion marks beneficial occupancy; the punch list and final completion follow, along with release of retainage.

Retainage is a percentage withheld from progress payments until completion; lien waivers release claim rights in exchange for payment.

AIA G702/G703 are the standard application and certificate for payment and continuation sheet; schedule of values allocates contract sum by work item.

Claims require notice within a contractual time limit; differing site conditions and delay are common claim bases.

Daily reports, meeting minutes, and correspondence form the project record and are the primary evidence in disputes.