The workshop will present a comprehensive approach on a practical Application of Power BI in Project Controls. The principles shown in this workshop will allow any professional, with little or no experience in programming language, build insightful dashboards and get the most out of their project data. You will learn Power BI by solving a real project controls problem through a case study and working as a BI Consultant. The objective is to tackle the most challenging project control reporting issues in half the time and with a high-impact solution that will mesmerize your colleagues.

When daa first approached us, it was for a cost management solution to support their major and ongoing airport expansion project. Oracle products were already in use in other areas of the business and although this was not the most compelling driver in the decision-making process, it was a positive factor in choosing Unifier to build a solution that would meet their cost management needs. As the project has progressed, we have expanded the footprint of Unifier within daa to include Earned Value and NEC4 contract management and integrated their existing Primavera P6 schedule management processes. The result is a multi-functioning contract management solution, all deployed within the Oracle Primavera product suite, using P6, Unifier and BI Publisher to provide a complete and integrated system for all their project controls and governance, including asset handover management, earned value management and contract financials. Find out how RPC worked with daa to develop this powerful solution to a complex project controls challenge.  

Infrastructure is adapting to meet dramatically changing needs driven by climate change, population growth and the need for economic and environmental resilience. With the increase in demand for skills and expertise comes the need to balance pace with excellence. We need to assure delivery of projects to instil confidence, clarity and high performance in the sector. There are huge opportunities to update, connect and integrate our infrastructure ecosystem to create a better future. But we need to make sure projects and programmes are set up correctly, are managed effectively and ultimately deliver the outcomes desired. The session will cover: How to set up for success by getting the basics right in the first instance What should be measured at the Basic, Better and Beyond approach Embedding project controls in operational excellence Lessons learnt from Costain's own journey

A quantitative risk analysis (QRA) helps us to establish the amount of schedule and cost contingency required to cover risk on a project, and to make good decisions on managing the risks effectively. Tools are improving, and our business culture is becoming more familiar with the idea of quantifying risk. However, it is often difficult to really understand what the results of the QRA are telling us, and to have confidence that they are reasonable. In this paper I give a novel and useful definition of the concept of the exposure of a risk, and show how it can greatly increase our understanding of a QRA. By looking at the exposure of individual risks in a QRA, we can: • See the link between the inputs and outputs of the QRA; • Explain the overall contingency that comes out of the QRA, in terms of the individual risks that were put in; and • Understand which inputs the QRA is most sensitive to. This helps give confidence that a QRA represents the reality of the project and the risks it faces.

We started this dynamic delay analysis with the aim to find key reasons impacting project delivery. For this purpose, we took past completed project data with reasons for delay of the project and running probability simulation,so that proper focus can be given high impact reasons during project execution. With help of this study, we were able to identify and Plot Matrix of Frequency vs impact and take necessary mitigative actions to minimize project delays.

To explore with participants the current and future educational routes for project control and project management, with a concentration on apprenticeship provision and the utilisation of the Apprenticeship Levy across the business and how to link this to your corporate social responsibility approach. A focus on environmental management through the lens of a circular economy – “A circular economy is an economic system that tackles global challenges like climate change, biodiversity loss, waste, and pollution”. Utilisation of the educational pathways to harness the Apprenticeship Levy informing of Green Project Management and Project Controls - sustainability has now become increasingly important in the delivery of projects.

Petroleum Development Oman’s (PDO) FEED office was established in year 2008 With the startup of small and medium type of projects. Later, megaprojects having FEED scope was awarded to FEED Office which were successfully executed. By the year 2015, FEED Office became specialized in all types of FEED projects. A more advanced journey was started by the start of year 2015 when FEED Office was awarded FEED+DD type of projects. In the span of last 14 years, FEED Office has proved its capability by successfully executing CSR, BfD, FEED, FEED+DD, DD, FERM and many more miscellaneous projects.

Our paper proposes that a branch of lean six-sigma relating to queuing theory can be applied to complex capital projects. It recommends that projects should aim to establish a stable minimum workflow with a measured reduction in float over the course of a project’s life-cycle. Comparisons between a sample of live UK infrastructure projects and a theoretical optimum workflow reveal that there is evident correlation between excess activity duration and excess work density. By simply limiting work in progress and pro-actively managing float erosion capital projects could realise significant reductions in schedule delay and cost over-runs. Minimising work density on construction sites has supplementary benefits including potential reductions in overhead and accident frequency.

Adept Management Limited was engaged to support an alliance of three parties working together to achieve strategic outcomes on a highly complex, asset-rich site. This paper provides a case study of the lessons learned from a project controls perspective – primarily, how an extended capability was developed to move beyond traditional planning, monitoring, and reporting functions toward an intergated Portfolio Performance Management (PPM) capability that focused on achieving strategic outcomes. The paper describes how the team structure was developed, the process undertaken to find the ‘best athlete’ for each of the roles (techincal and behavioural), and the transition to ‘lifecycle performance management’ (and the widening of engagement that this involved). Ultimately, a specific example of how work sequencing resulted in a change in focus of the project controls and delivery capability is shared, which highlights the key learning from this case study.

The world is no longer in any doubt that the world is experiencing global warming. The call for action has been made and as project control professionals we have a duty to understand what we can do to help reduce the increase. In this presentation Andrew will explore a few of the key challenges affecting the construction industry today such as measurement, reporting and governance while we are trying to manage decarbonisation on a grand scale, while it’s predicted that over the next 40 years, the world is expected to build 230 billion square metres of new construction, adding the equivalent of Paris to the planet every single week.

Achieving cost and schedule integration to enable earned value analysis and improve project forecasting is nothing new and it has been a requirement for managing projects, especially major capital projects, for many years. What has changed is the roles and responsibilities of those involved in ensuring project performance. The evolution of the project from cost manager to project controller to portfolio stakeholder has increased the opportunities and the necessity, to leverage schedule data. In this presentation you will see in action how the latest EcoSys 9.0 version helps to reconcile the work and cost breakdown structures in respect to the current practices, allows to manage both internal and external schedules in the same portfolio, integrates with P6 and feed the other project control, project management and portfolio management processes in a single Enterprise Project Performance solution.

During the pandemic, Steve, an experienced project controls professional, has been building out his vision for the future of scheduling. He partnered with a strong development firm to create a powerful scheduling tool, inspired by Google Maps. Imagine using only two fingers to easily navigate a single schedule that contains all project information from all project stakeholders. Imagine an interface that zooms into limitless detail and information, all from a single, simple map-like interface. Come to this presentation and take a look for yourself!

Today, collecting and monitering data has become the new mine; since without it, businesses cannot keep steady or sustained operations. One of these uses is the construction industry that uses data and compiles it into different functions, thus many projects build behind schedule, lack quality and efficiency, and are full of poor decisions.Data standardization and integration becomes mandatory for any What a successful project, especially when Data Analytics and insights’ benefits are maximised through streamlined operations using a business intelligence feature integrated with a built-in methodology digital construction. Construction projects are always using spreadsheets and have proven their effectiveness and usability. However, large amounts of bulk data cannot be handled and integrated with platforms such as PMIS, ERP, digital building platforms, and many others. In this article, the importance of integrating Business Intelligence with construction data - BIM models in particular- will be discussed to better understand projects and enable decision makers to quickly make decisions based on data-driven processes. whether it is based on conjecture and personal opinion

Digital construction has been identified as an area of tremendous potential for the industry. When looking into the details, it is evident that jobsite process improvements have yet to be a major point of focus. One reason for this is the lack of knowledge contributed from execution into the design phase, which also includes the involvement of manufacturers. However, substantial benefits can result if, early in the process, projects include execution as well as the manufacturers. This can have the effect of decreasing both costs and construction time while increasing output quality. This paper should provide insights on how a manufacturer can play a vital role by providing an enhanced offering and new technologies.

The presentation covered a Proof of Concept study for deployment of industry 4.0 technologies for Managing Construction Projects. The Case Study was the first research conducted by Center of Excellence in Smart Construction. The Case study presented an efficient integration between various technologies such as: Blockchain, internet Of Things, BIM, Common Data Environment, and Automation for repetitive manual tasks. The presentation demonstrated the challenges for Data Management in Construction and proposed a solution for the challenges by having the right data accessed by the right persons at the right time to enhance decision making and mitigate/avoid risks. The presented case study is phase 1 for proof of concept. Phase 2 would involve a full installation and deployment of the system Al Dar has the opportunity to be the first to setup and run the system. Benefits of the System are: Paving the way for application of Smart Contracts Relevant Stakeholders Access data instantly The data are trusted and reliable Efficient Reporting Methodology eliminating human errors. Reliable source of information for future records

While record levels of inflation and strained supply chains steal headlines, the thesis of this presentation is that the real constraint on the ambition of project teams in the post-lockdown era is the limited supply of talent. The UK Government–like its global counterparts–is looking to infrastructure investment to help reboot the economy in the wake of the pandemic; the cash is there, the projects are there - but the people aren’t. With UK unemployment at a 50 year low, project teams are struggling to staff their projects. Schemes designed to address the shortage of talent are ramping up - but there is a lag before their impact is felt in the industry. In the meantime, project teams are wondering if - and how - they can get excellent outcomes at half-strength, and with knowledge gaps starting to show... In this joint presentation, Stephen Morley, Head of Planning at Kier Group, will outline the scale and nature of the problem, and explain what Kier is doing to combat it. He’ll be joined by Dev Amratia, CEO of nPlan, who will look at some of the recent technological developments that enable project teams to bridge the knowledge gap and realise their ambitions despite the shortage of people power. Stephen and Dev will also present a case study of how Kier and nPlan have linked up to tackle the problem in 2022 to date. If you’re a project controls professional looking to pilot a major project successfully with only a skeleton crew for support, then this talk is for you

Controlling “Agile”, an oxymoron if there ever was one. Many of today’s “Mega” Projects are wrestling with how to handle “Agile”. How does an iterative lifecycle fit within a sequential process? How do we cope with the Paradigm shift of moving away from scope being our major controlling leaver? How do “Projects” stop trying to catch their tail in a VUCA world? During this Presentation, we will hear the key lessons learnt from the Tempest Programme. Tempest is the next-generation combat aircraft, operating at the cutting edge of technological innovation and securing the UK's position as a global leader in combat air. This 6th generation combat air system needs to be developed at significantly reduced time and cost. Agile can play a key role in this. One year into the programme the team have learnt several key lessons on how to and how not to “Control” Agile.

• - Establishing the context and scope for Project Controls.
• - Resourcing, documentation and software, the people-process-technology conversation.
• - Implementing practicable Performance and Governance Frameworks.
• - Continuous Improvement, Innovation and Knowledge Sharing – enhancing the project industry.