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CEVP/CRA History

CEVP® is an intense workshop where transportation projects are examined by a team of top engineers and risk managers from local and national private firms and public agencies reviewing project details with WSDOT engineers. Many of the participants have had extensive first-hand experience with large project programming and delivery.

The CEVP® workshop team uses systematic project review and risk assessment methods to evaluate the quality of the information at hand and to identify and describe cost and schedule risks. Importantly, the process examines how risks can be lowered and cost vulnerabilities managed or reduced. A dividend of CEVP® is to promote the activities that will improve cost and schedule forecasting. CEVP is typically used for projects over $100M.

2002 - WSDOT begins working in earnest on a new process to better estimate costs of complex transportation projects. The process came to be known as “Cost Estimate and Validation Process, CEVP.

2003 - First round of CEVP workshops conducted around the state on 12 Mega Projects.

2003 - A simpler version of cost risk evaluation was used for projects in Northwest Region, it was a one–day “due-diligence” review of smaller projects, referred to as “Schedule Cost Risk Evaluation” or “SCoRE” (SCoRE is no longer in use).

2003 - Cost Risk Assessment Workshops are used statewide on projects not large or complex enough to warrant a full CEVP. The WSDOT Cost Risk Estimating Management Office is established.

2004 - CEVPs of Major project were updated

2005 - Project Risk Management Planning becoming more deliberate in the Project Management process.

2005 – A Policy for Cost Risk Assessment, including use of CRAs and/or CEVPs, established statewide.


2006-January TRB Conference
Overview of the WSDOT Cost Estimate Validation Process (CEVP®) and Cost Risk Assessment for risk based design estimates. (pdf 1105kb)
Gabel, M.

Probabilistic risk-based estimating (stochastic estimating) recognizes that an estimate is not a single number but rather a range.

2005-September Paper presentation in Beijing
Management and Control of Cost and Risk for Tunneling and Infrastructure Projects, in China perspective, for the South to North Great Western Diversion (pdf 213 kb)
Reilly, J. and Gianni, A.

2005-May-11 ITA Tunneling Conference
Cost Estimating and Risk Management for Tunneling and Infrastructure Projects (pdf 934 kb)
Reilly, J.


Past Project Summaries

Initially, WSDOT focused its CEVP® review efforts on major projects in King County, where the largest problems are expected to be encountered in matching the states biggest transportation needs to available funding.2004 SR 99 Alaskan Way Viaduct and Seawall Replacement

Results from early CEVPs (now obsolete - See Project web page for current information)

SR 509 / I-5 Freight and Congestion Relief Project

SR 520 Bridge Replacement and HOV Project

    I-90 Two-Way Transit and HOV

    I-405 Congestion Relief and Bus Rapid Transit

      Journal Articles Relating to CEVP®

      • Article from Seattle Daily Journal of Commerce (August 12, 2003) (pdf 430 kb)
        WSDOT Program Looks at Risks to Create Better Cost Estimates
        By Marc Stiles
        Critics of the Washington State Department of Transportation might find it hard to believe, but its new technique of estimating the cost and risk of major projects is generating a buzz across the country.
      • Article from Public Roads (July/August 2004)
        Building Public Trust by Jim Sinnette
        The road to public confidence is paved with accurate cost estimates and schedules, community involvement, progress tracking, and effective communications.
      • Article from Public Roads (July/August 2004)
        Accounting for Megaproject Dollars by Jim Sinnette
        Efforts are underway to help improve cost estimating for major highway projects.
      • Articles from the July/August 2004 issue of Public Roads relating to a variety of highway issues.

      Frequently Asked Questions

      Why does WSDOT revise CEVP® estimates?
      There are several reasons to revise CEVP® estimates. As project engineering advances, new information becomes available introducing more certainty toward the final project. A new CEVP® can help identify how project changes will impact costs. In some cases, scope changes are enough to redefine the project, calling for a new estimate.

      What else should I know about CEVP®?
      The CEVP® summaries are not a warranty that the estimates are perfect; for it is true that you only know the final costs of a project when the project is completed. CEVP® cannot change the fact that early in the project development there are still many unknowns. But risk areas that could drive up project costs can be communicated fairly to the public. In addition, the early identification of risk areas creates management opportunities to minimize the potential of project costs associated with some of those risk areas.

        For more complete information see 2003 CEVP® Overview (pdf 224 kb). toptop