David A. Norfleet, CCC, CFCC
David has over 25 experience in providing analytical business services to the construction, manufacturing, environmental, and government contracting industries. This experience encompasses all aspects of financial and business management disciplines, cost management, risk analysis and decision-making. David is a Certified Cost Consultant with the Association for the Advancement of Cost Engineering (AACE International), and sits on various review and development committees at the national level. He holds a Bachelor’s of Science degree in Business Management, is qualified as an expert witness, has made numerous conference presentations, and instructed and published articles on related topics. Other memberships include The National Contracts Managment Association, and The American Society of Professional Estimators. David has taken his expertise in estimating, cost analysis, scheduling and planning, and contract administration and applied those skills to solving problems of various complexities.
Mr. Norfleet has the designation "CCC" and "CFCC" after his name. What type of engineer is that? The CCC means "Certified Cost Consultant". This certification is given through the Association for the Advancement of Cost Engineering International (AACEI) and it is accredited by the Council of Engineering and Scientific Specialty Board and the International Engineering Council. There are two designations for certifications and the other is Certified Cost Engineer (CCE). The only difference is whether you have a degree in engineering or not. David's education is in business management so he carries the CCC vs. CCE designator.
The CFCC stands for "Certified Forensic Claims Consultant." This is an advanced, specialty certification designating a demonstrated and verifiable level of expertise as a claims consultant and expert witness. It is also given through AACEI, and Mr. Norfleet served as a member of the task force this certification is responsible for developing.
AACEI is dedicated to the tenets of furthering the concepts of Total Cost Management and Cost Engineering. Total Cost Management is the effective application of professional and technical expertise to plan and control resources, costs, profitability and risk. Simply stated, it is a systematic approach to managing cost throughout the life cycle of any enterprise, program, facility, project, product or service. This is accomplished through the application of cost engineering and cost management principles, proven methodologies and the latest technology in support of the management process.
Total Cost Management is that area of engineering practice where engineering judgment and experience are utilized in the application of scientific principles and techniques to problems of business and program planning; cost estimating; economic and financial analysis; cost engineering; program and project management; planning and scheduling; and cost and schedule performance measurement and change control.
Articles by this Author
Considerations When Commissioning a Property Condition Assessment
- By David A. Norfleet, CCC, CFCC
- Published 08/1/2006
- Property Condition Assessment
- Unrated
The sale or transfer of commercial property, including apartment buildings, involves a series of complex analyses and decision points. Assessing the physical integrity and condition of the property itself is one such analysis that is key to the transaction. The parties involved in the sale or transfer of commercial properties rely on Property Condition Assessments (PCA) to provide information and analysis of the physical condition of a property, therein minimizing the risk associated with the transaction.
Allocating Damages in Construction Defect Cases
- By David A. Norfleet, CCC, CFCC
- Published 07/1/2006
- Construction Defects/Structural
- Unrated
What is a Construction Defect?
It seems logical to begin the discussion by first defining a construction defect. Although logical, this is not so simple since there seems to be no standard definition for the term.
Marianne Sparks at the American Re-Insurance Company has summarized this dilemma best by stating that “what constitutes a ‘construction defect’ is essentially defined by state laws and court definition and interpretation. In defining “construction defect,” the states and laws and trial courts have created a complex issue.” She goes on to say, “Generally, this is because each state has its own approach to defining ’construction defect.’ Not only do approaches vary widely by state, but the individual state statutory schemes themselves can be ambiguous, and it can be left to the courts to determine the applicability of the definition of “construction defect” on a case-by-case basis.”1
Understanding Construction Schedule Delays
- By David A. Norfleet, CCC, CFCC
- Published 02/1/2004
- Construction Disputes and Delays
- Unrated
It is probable that most construction projects will incur some sort of a delay before they are completed. An even greater probability exists that once a delay has occurred, a claim for financial damages by either the owner or contractor will arise.
Generally speaking, assertion of damages from a delay requires that the contract completion date be extended. A delay may or may not extend the overall schedule for completing the entire scope of the contract. When using a method referred to as Critical Path Scheduling (CPM), delays of an activity off the critical path do not extend the schedule until the entire float (slack time) is consumed.
Loss of Learning in Disruption Claims
- By David A. Norfleet, CCC, CFCC
- Published 01/2/2004
- Construction Disputes and Delays
- Unrated
To preview this PDF article, please click on the "view site" link below.Reprinted with the permission of AACE International
209 Prairie Ave., Suite 100, Morgantown, WV 25601 USA.
Phone 800-858-COST/304-296-8444. Fax: 304-291-5728.
Internet: http://www.aacei.org E-mail: info@aacei.org
Copyright © by AACE International; all rights reserved.
Before or After? The Decision is Yours.
- By David A. Norfleet, CCC, CFCC
- Published 06/2/2003
- Construction Defects/Structural
- Unrated
PIE's business primarily consists of forensic investigation and analysis. Most of this work has historically occurred after an event has already occurred; thus, we must then "peel the onion back" to determine the root cause of that event.
The ability to conduct this retrospective look has evolved from our many years of successful experience in planning and implementing the same types of projects we now analyze. In other words, proper planning enhances the knowledge needed to look backward, and vice versa.