The successful delivery of megaprojects requires robust project controls, aligned and integrated with multiple functions under a well-defined and effective governance framework, based on innovative management strategies. This discussion will focus on insight into some of Melbourne's largest megaprojects, identifying good practice for project controls and governance establishment and operation, potential challenges, lessons learned and strategies for success.

The challenges of establishing a value-adding project controls function at the heart of the energy transition in NSW I am the PMO Lead for EnergyCo, and I propose to talk about the challenges of designing and implementing a value-adding project controls function at the heart of the energy transition roadmap in New South Wales. Included below is a proposed summary of my presentation. I know and understand many of your previous speakers and attendees, and I believe this talk will be of value to them given the current focus on this sector in Australia and abroad and given the enormous growth of transmission and renewables projects. Please DO NOT publish or circulate any of the below material on your website until such time as I have given permission to do so. Agenda • Introduction (Keiron Burchell) • EnergyCo and the energy transition in NSW o NSW Energy Infrastructure Implementation Act o Energy Infrastructure Roadmap & Roadmap parties o Regulators – Australian Energy Market Operator (AEMO), Consumer Trustee, Australian Energy Regulator, IPART o EnergyCo § EnergyCo scope • Renewable Energy Zones (5) • Priority Transmission Projects (2) o Comparison to the approach in Victoria and Queensland • Challenges o Multiple mega projects with differing levels of project control maturity o Fast moving projects backed by legislation, with political expectations and hard deadlines to stand up renewable generation before coal-fired power stations are retired from 2030 o A complex stakeholder map including state government, federal government, regulators, consumers, farmers, communities, environmental stakeholders, aboriginal groups, etc. o Potentially different delivery and procurement models for different projects (PPP, D&C, ECI, etc.) o Unclear project control objectives, e.g., different procurement models will require different project control solutions o Funding complexity and multiple funding sources, e.g., state, and federal government, consumers, and the private sector o Limited resources with transmission or renewables experience.

In the world of project management, getting things right from the start is crucial. The Project Performance Cycle plays a central role in making sure projects run smoothly and deliver great results. But what is the Project Performance Cycle and how does it impact a project? Imagine the Project Performance Cycle as a loop that guides everything from planning to execution, monitoring, and improvement. It's like a roadmap that helps teams stay on track and make sure they're heading towards their goals effectively. The Project Performance Cycle acts as a compass, guiding project stakeholders through complex decision-making processes, ensuring that they remain informed, enabling them to make informed adjustments and strategic interventions as needed. Its meticulous setup not only establishes a foundation for effective project control but also amplifies the significance of reporting as a transformative function. Timely and accurate reporting is not merely a formality but a strategic imperative in today's project landscape. Attendees to this presentation will explore the criticality of setting up a Project Performance Cycle correctly and its profound implications across various project facets. We will underscore the role of reporting as a dynamic function within the Project Performance Cycle. Drawing from practical insights and industry best practices, this session will explore case studies where the implementation of a well-defined Project Performance Cycle has resulted in tangible project success. By highlighting lessons learned and pitfalls to avoid, attendees will gain actionable strategies for optimizing their own project control frameworks.

My presentation will talk about some of the minor things that has to be kept in mind while doing an estimate as well as 3 do's and dont's of creating Estimates. I am currently carrying out the tender evaluation for one of the jobs and I would like to showcase through my presentation that there are many factors that go into creating an estimate and that no two jobs are the same and often finding the balance between profit and positive customer relationships can be tricky. Fortunately, there are plenty of ways to strike a balance by giving your clients an accurate and fair price without compromising on costs and quality. I would also touch base on some of the technical intricacies involved while doing an estimate i.e. estimate types, uses, accuracy, work breakdown structure, cost breakdown structure, cashflows, escalations, risk and contingency, rate build ups, productivity, allowances etc. I would also be talking about how Artificial Intelligence can transform the way we estimate construction projects.

The presentation "Maximizing Efficiency in Project Control Services: A Collaborative Approach with PMO" focuses on how combining Project Control Services with the PMO can improve project success. It explains that the PMO helps projects by creating a structured approach, setting standard processes, and overseeing everything to lower risks and use resources well. This leads to better project results. The talk also highlights the importance of working together between Project Control Services and the PMO. This teamwork improves project control, smooths operations, and encourages always getting better at what we do. The presentation suggests ways to work more efficiently, like understanding the current model, setting clear goals, being open to new ideas, using the latest technology, and creating training programs that fit each team.

Although pacing delay is no longer a new type of delay, this form of delay can be considered, under some circumstances, highly controversial. Either party of the contract may opt to pace the project activities for a parent delay event, yet without reserving its right to claim additional costs due to the parent delay or even legally protect its action. This may turn into a dispute as the party that took the pacing delay decision may lose its entitlement for additional costs if appropriate proof of pacing action is not provided because the pacing action may be confused with concurrency. Although there is a great difference between concurrency and pacing, they are often confused, basically, due to lack of documentation and contractual control. The fundamental difference is that pacing should be a conscious decision taken in reaction and only after a parent delay has occurred. However, while pacing is easily asserted, it cannot be shown by forensic schedule analysis methods alone. This paper discusses the different scenarios for the impact of pacing delays, the practical problems arising from each scenario, the methodology and limitations for application, and the guidelines to facilitate proper management and informed pacing decisions.

Building Information Modelling (BIM) and Geographic Information System (GIS) integration are essential for managing large-scale projects due to the substantial amounts of data generated throughout the project lifecycle. However, this information is often confined within BIM and GIS software, posing challenges for non-users, especially decision-makers and project managers. By leveraging Microsoft Power BI, data from these systems can be transformed into accessible, interactive, and intelligent models. This approach enhances project management and decision-making processes by creating an information center that serves as a single source of truth, combining data from BIM 360, ArcGIS, and various Excel trackers. Effective preparation is crucial for integrating BIM and GIS data into Power BI. This process involves standardizing procedures, minimizing model sizes, defining geolocation data, and ensuring elements are correctly identified by GUIDs. The VCAD plugin, a subscription-based tool, provides premade Power BI templates and facilitates model integration into dashboards. These dashboards offer diverse applications, including tracking clash detection, construction progress, financial monitoring, and existing conditions. GIS dashboards in Power BI utilize visuals like Shape Map, Azure Map, ArcGIS Map, and standard Map visuals to present spatial data and link it with project trackers. The result is a comprehensive visualization of project metrics that can be accessed in real-time by all stakeholders. The information center, typically hosted on platforms like SharePoint, serves as the hub for various dashboards, supporting a holistic view of the project. Examples of practical applications include dashboards for demolition status, cost control, construction progress, and overall BIM and GIS status. These dashboards enhance collaboration and provide project stakeholders with up-to-date, actionable insights, facilitating better decision-making and project management efficiency. Integrating BIM and GIS with Microsoft Power BI revolutionizes data accessibility and visualization for large-scale projects, making it a powerful toolset for modern construction project management. This method ensures that all team members have access to the latest project information, significantly improving project outcomes

‘CONTROL ENVIRONMENT’ THE HOLY GRAIL OF THE PMO Control Environments are often not fully understood, which leads to ineffective PMOs. Project Controls is the cornerstone of the Control Environment giving the PMO the tools they need to measure the performance of any project. Control Environments are wider than Project Controls and identify what is important to any organisation. It defines the what, how and who will be accountable for activities across the organisation. In the same way, PMOs come in all different shapes and sizes, but they will be custodians of the Control Environment relevant to their principles. In my experience on mega projects, control environments are generally set up too late. I always hear, “We will sort out the reporting as we go” or “We will put in the controls as the contracts are awarded”. This kind of thinking adds to the unforeseen and uncontrolled increase in delays or costs on the projects that I have been part of. A control environment won’t stop delays or increasing costs, but it gives you the ability to manage them within your risk appetite and have the information at your fingertips to make informed decisions with a full understanding of changes on the project. In the presentation, I will discuss: 1. What a control environment is 2. How to create and set up a control environment 3. The role of a PMO within a control environment 4. Why a culture is important for the wider success of the project What is a Control Environment (High-Level Synopsis) A control environment is the single repository of information for any organisation, project, program or portfolio. It defines how they are governed and measured to ensure performance and delivery. It provides people with all the information they need to understand how they need to carry out activities as well as how they are monitored. How do you create and set up a control environment (High-Level Synopsis) Setting up a control environment is about understanding the risk appetite and level of assurance that is required. It’s setting up your policies, procedures and reporting to monitor what is set out. It is important to understand what legislation needs to be applied and if this changes the requirement for control. Control comes at a cost. The more control you put on something, the higher the cost, so it is about deciding what the right fit is for what you are designing. What is the role of the PMO (High-Level Synopsis) PMOs can sit at the organisational, project, program or portfolio level. Generally, each one has a slightly different remit, but ultimately, they oversee the control environment. They are in place to monitor the performance of what they are positioned to manage. All PMOs oversee time, cost and scope, with different variations of governance required to discharge their responsibilities.

Currently, the internationally recognized approaches to assessing delay and disruption are based on the premise there is a well-developed critical path schedule that defines the way the work of the project will be accomplished. However, there was no concept of a critical path before the 1950s, and in the 21st century, there are many projects where the critical path method (CPM) simply does not work. The focus of this presentation is to offer a practical solution to the challenge of assessing delay and disruption in agile and distributed projects where the traditional concept of a ‘critical path’ that must be followed simply does not exist. The key management objective in this type of projects is intelligent adaptability, focused on optimizing resource utilization. Consequently, the effect of any intervening event has to be considered in terms of the delay and disruption caused by the loss of resource efficiency rather than calculating the delay to a specific chain of activities. The presentation will briefly identify the types of project where CPM does not work, identify some legal precedents, and suggest a way of calculating the revised project completion date without a critical path. The primary focus will be on defining a framework for differentiating delay and disruption caused by the client from factors that remain the responsibility of the contractor. In conclusion the presentation will suggest a way contracts can be structured to facilitate the proper assessment of delay and disruption in projects using various forms of agile. 

In today's dynamic business environment, effective project governance is crucial for steering projects to success. "Steering to Success: Mastering Project Governance" delves into the core principles and advanced strategies necessary for robust project oversight. This presentation provides insights into establishing a governance framework that aligns with organizational objectives, ensuring projects are completed on time, within budget, and deliver maximum value. The discussion will cover the roles and responsibilities within project governance, emphasizing the importance of clear accountability and strong leadership from project sponsors, managers, and steering committees. Adaptive governance approaches suitable for both traditional and Agile methodologies will be explored, demonstrating how flexibility can coexist with control. Key topics include risk management, stakeholder engagement, and the integration of digital tools to enhance governance processes. Real-world case studies will illustrate both successful implementations and common pitfalls, providing practical lessons and actionable takeaways. Mastering project governance enables organizations to mitigate risks, improve decision-making, and ensure the successful delivery of project outcomes. This presentation aims to equip attendees with the knowledge and tools necessary to navigate the complexities of project governance and achieve project success.

This paper will provide the roadmap on how Petroleum Development Oman (PDO) is developing their staff (engineers) from hiring to reaching senior positions as a specialist employee in project controls.

Senior project controls, risk, and finance professionals use project final cost, time, revenue and margin forecasts to manage project financial risk and protect project performance. Accurate forecasts are essential to this foundational project management task since inaccurate forecasts can lead to business problems due to incorrect prioritisation, late warning of problems, and suboptimal portfolio capital allocation. These problems compound at the portfolio level. Leveraging Oxford research and industry insights, we present Octant Edge, an artificial intelligence software product. It is one of the few products in the world that leverages machine learning to link project outcome forecasting to live project risk factor status. It delivers statistically accurate predictions of financial outcomes across project portfolios of any scale or type. This paper includes case studies and a discussion on compatibility with AACE and ISO 3001 frameworks, showcasing how improved forecasting accuracy strengthens project management and financial performance.