McKinstry, like many organizations in the construction space, is facing the supply chain crisis, the affordability crisis, and labor scarcity head-on. While their business was growing, these factors led to staffing issues supporting cross-department work. To solve this business need and challenge, McKinstry went through a change management process and quickly identified the problem was primarily centered on how little visibility they had to in-flight and upcoming projects, as well as where resources were needed. McKinstry identified that a Project Portfolio Management (PPM) solution could not only support their improved process of managing resources but also support their organization in managing project financials and portfolios. Karen Firmaniuk, Product Management Director at McKinstry, joins Gilles Almeras from Planisware to share how McKinstry identified their issues, and why they decided the best fix was an end-to-end solution that included support in resource management, project financials, and overall portfolio management.

Encountering project risks and changes is inevitable, but how your organization manages these uncertainties may be the difference between profit and loss. It is not uncommon for project changes to be negotiated after the work is finished, eliminating all opportunities to explore cost savings and adding avoidable legal and administrative fees to the project. In this session, we discuss how collaborative, best-practice Change and Risk Management creates a win/win for the owners and contractors with better project results and leads to long-term, trusting relationships.

Will take the audience through how ALC Field Operations was able to transition from multiple different sub par business operating tools to a transparent portfolio ecosystem. Will explain what the project portfolio risks were and how they were mitigated post Cora, and what the benefit was to incorporate Cora usage into our Standard Work. Will also take the audience through the developments we were able to accomplish with regards to customization of the platform to increase the usability for our specific project needs.

The UK Ministry of Defence’s Defence Equipment & Support procurement organisation (DE&S) is responsible for the acquisition and support of Defence Equipment on behalf of the UK Armed Forces, and manages a vast range of complex projects to buy, support and supply vital equipment and services that the Royal Navy, British Army and Royal Air Force need to operate effectively. The programme of work ranges from jets and warships through to armoured vehicles and field kitchens, with an annual spend of around £13Bn. The Earned Value solution delivered by RPCuk and managed together with Turner and Townsend, enables greater efficiency and more integrated control of the procurement process and in this presentation, John Lister and Iain Milne – Project Directors of the two key involved organisations – explore the challenges of working with such a large and disparate client, the development of the Earned Value solution put in place, and the benefits it is bringing to the Ministry of Defence procurement process, allowing DE&S to fully realise the planned benefits of an integrated project / portfolio management and control system.

Project Controls professionals are called upon to quantify losses in labor productivity. This can be as a part of the change order process or even in the initial stages of a dispute. The method a Project Controls professional chooses has major implications on the total estimate of loss and a poorly chosen or applied method can be detrimental to the legitimacy of a current or future claim. This presentation will focus on analyzing a real-world example of productivity loss, critiquing the method used for the loss calculation and proposing an alternative method that is more defensible during mediation and litigation proceedings. The methods to be discussed in this presentation include: • Total Cost/Modified Total Cost • Application of factors (MCAA, ACOE, etc....) • Measured Mile Analysis

This workshop discusses the 11 basic types of construction claims included in most standard contracts used throughout the U.S. – AIA, ConsensusDOCS, EJCDC, etc. The workshop outlines the entitlement and causation elements of each type of claim that the claimant must demonstrate to justify their right to prevail and recover damages. The workshop highlights the following types of construction claims – claims for directed changes; constructive changes; differing site conditions; directed suspensions of work; constructive suspensions; force majeure events; delays; accelerations; constructive accelerations; terminations for convenience; and terminations for default. The workshop also identifies several types of potential owner claims against contractors. The elements of the burden of proof required of all claimants are presented. The basic requirements concerning damages are covered. A discussion of claims under various project delivery methods and a summary of an accepted claims preparation and analysis methodology are also included in this workshop. The workshop will conclude with an outline of various dispute resolution methodologies. The workshop will also provide an overview of 25 forms of alternative dispute resolution (ADR) that may be employed to resolve claims and avoid disputes.

Technology is disrupting Project Management. Roles next year will be different than roles today. Understand what change is happening, what it means for you and how you can benefit. Be able to pre-empt change by learning how technology is being applied. See the latest Project Management technology being deployed on the world’s projects. Get ahead of the curve.

Many organizations have access to an abundance of project data. Historical project data have always existed and have been an important reference in managing projects. However, the popularity of information management systems and external data sources in the recent years has led to an unprecedented growth in the scale and quality of accessible historical data. Data analytics is the extraction of meaningful business insights from data. The raw data acquired can be represented in a data model. If the end goal of the data model is to help end users draw accurate and relevant insights to manage projects, then the model must be consumed properly by the end users. A data catalog is an effective way to accomplish this. Explained with real-world examples, the paper describes a good approach to developing and consuming a data catalog. In addition, the paper also provides a sample data dictionary useful for organizations whose business goal includes delivering capital projects on time and within budget. The provided sample is intended to be further refined to suit specific organizational needs.

As the industry trends towards increased utilization of digital technology, Advanced Work Packaging (AWP) is gaining more traction. As AWP evolves, there is a major impact on how projects will be estimated, planned and controlled. This presentation will address some of the value-added benefits and pitfalls of applying Advanced Work Packaging and its interface with Project Control. The session will also address the commitment needed to gain the benefits of AWP, and how this will affect the Project Control group.

Project schedules often have factors imposed on them which degrade them as tools for quantitative schedule risk analysis using Monte Carlo simulation (MCS). The contractor’s detailed proposal schedules frequently employ mechanisms encompassing commercial goals, rendering them unsuitable for use in quantitative risk modeling. A good bit of effort is typically required to convert these schedules into reliable tools for risk modeling. This paper describes these problems and develops processes for identifying them and repairing them to withstand the rigors of simulation. It discusses why such findings often lead to creating summary schedules that strictly adhere to best practices while representing the overall project plan rather than de-bugging the contractor’s detailed schedule. Using standards for critical path method (CPM) scheduling implies that what is needed to support MCS is to follow best practice CPM guidelines. Some of those guidelines have pronounced impacts on the conduct of MCS-based schedule risk analysis. This paper highlights and explains these practices and argues that the best way to proceed with a schedule risk analysis is to create a simpler, smaller, but entirely compliant summary schedule rather than simulate the project’s detailed schedule with its flaws.

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 Russell 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.

Competitively tendered fixed price contracts often lead to contractors / non-owner participants making heroic assumptions on risks they cannot control and are often asked to accept, even on the most complex mega-projects. This invariably results in parties subsequently trying to mitigate some of these initial losses through scope changes and variation claims, in an effort to remain financially viable. An increasing number of such experiences have led to the exploration and adoption of alternative and collaborative contracting models. After spending 13+ years in the US, Nikhil had the opportunity to get involved with a few Alliances (a collaborative contracting model where the parties share pain/gain on ultimate project performance to achieve best for project outcomes) in New Zealand. In his presentation, Nikhil will aim to share some of the challenges / learnings from his experiences in navigating delay and disruption issues on such collaborative contracting models and overall learnings around what worked well, what didn't when working through some of these complex issues.

The Australian Institute of Quantity Surveyors (AIQS) has been publishing building price information for 60 years, holding to a tradition that members find it of value. However, little research has been conducted to assess whether the data is fit for purpose and provides value to the end users. The objective of this research was to develop a deeper understanding of user expectations of building price data produced by AIQS. The research data was collected from semi-structured interviews with data users. The data was then analysed via a content analysis technique using NVivo software. The study revealed that the AIQS price data has been used for a variety of purposes, including: cost planning, assessing tender competitiveness, and benchmarking. The research offers new insight into the interplay between published data providers and its users. The outcome from this study is a better understanding of what is valued by users, and how quantity surveying (QS) professionals could improve the price data to aid better business decision-making.

A public organization asked the author and his consultant team to provide schedule review support and to improve the scheduling management procedure. This is a change at organization level moving towards proactive management and control, which requires good planning, effective communication, and vigorous implementation. The task involves lots of challenges such as how to fit into an organization, how to identify areas for improvement, how to develop new schedule review and monitoring procedures, and how to implement each of those. As a result of strong support from senior management, good planning, and hard teamwork, the new schedule review and monitoring process has reduced the schedule review duration, improved the quality of schedule updates, made it possible for the first time to maintain contemporaneous schedules for all projects, and recovered the project delays. The project managers in the public organization developed the trust in the scheduling and begin actively using the new process to manage their projects. This paper shared the challenges, solutions, outcomes, and lessons learned from this task.

This paper will provide the roadmap of a project control engineer from hiring to graduation as a specialist employee in project controls. The paper will start demonstrating the graduate engineer development in PDO, set of skills needed, formal training courses, self-study and ongoing research, and Regular assessment of skills and will end by concluding the importance of projects services young professional development.

The biggest challenge in delivering portfolios is managing the resource pipeline, so that value flow is optimised, and the enterprise is equipped to adapt to new challenges and opportunities at speed. We may think Agile has cracked this particular nut but, in fact, 56 percent of projects fail to deliver the original goals and business intent fully – even in the Agile landscape (IPMA, 2020). Lean Portfolio Management (LPM) offers an intelligent approach to future-proofing the portfolio, by moving beyond individual team sprints, through release trains, and into the business of bringing “work to people” and “people to work”. Mix in Adaptive Resource Planning, and you’ll start to change the game. In this session, Lloyd will demonstrate how the right approach to resource planning brings instant, enterprise-wide visibility across all resource interdependencies. Whether you are using excel or another PPM tool come learn how these best practices from some of the leading engineering and construction companies can assist you. Join Lloyd to explore how a powerful mix of “what-if” scenario modelling capabilities can equip project managers, portfolio managers and PMOs to anticipate any resourcing scenario and make crucial commitments to sponsors with confidence. Lloyd will walk you through the techniques you need to get there – and demonstrate the value of Enterprise Resource Planning to the business, its people, and its customers.

Successful project portfolio management requires an ongoing effort from every aspect of the business, including Project Controls. The challenge this poses is creating a fit for purpose reporting catalogue that will allow the proper management of smaller budgets with a small margin of error and multiplied by as many projects as there are in a given portfolio, while making it easy enough to track as frequently as needed. This, combined with a larger number of stakeholders, will challenge your ability to adapt to different project management styles, reporting needs or stakeholder requirements.

In this presentation, we highlight the significant advantages of the recent advancement of digital data and centralized solutions in the realm of Program Controls. We are clarifying that data alone is no silver bullet and does not provide the maximum insights to decision-makers. This is not only due to the lack of analytic tools but also the lack of data alignment. The integrated solution seeks to glean intelligence from data flexibly and efficiently and translate that into data-driven decisions that enable successful delivery. The main philosophy is to create harmonization for more actionable data. We are shifting away from connecting a variety of systems to create PMIS that relies on individual capabilities to implementing a single source of truth. The Controls Engine relies on data alignment and leverages the wealth of data to ensure successful delivery and realization of benefits. That involves the combination of data throughout the program's lifecycle and cross-functional by tying up contract, project, and program levels. Integrating all aspects of controls enables decisions to be made with a view of the overall picture, not just the traditional aspects of schedule and cost.

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

Many recent studies showed that project delays are mostly attributed to the delay and non-quality of engineering deliverables. Project teams rely heavily on earned value measurements (EVM) when it comes to track project progress against the baseline. This paper/presentation challenges the use of EVM compared to underused project data. Projects always have a lot of data that can be used for project tracking. Data analyses that are right for the situation represent tools that are easier and more effective than EVM. Only one example will be given here about the use of document flow data. Document management tools and software contain a wealth of data that can be used at various phases of a project to support the measurements of engineering progress and performance. Data fields in the tools which specifically store actual dates, revision status, type of deliverables, etc. can be used to validate reporting metrics defined for engineering. Utilizing this information creates the knowledge base to make informative decisions for engineering interface with procurement, construction, and commissioning. It also improves project forecasting and substantiates collection points needed to meet critical milestones. This paper demonstrates the concepts of data collection through document workflow and how to convert that into progress metrics that contribute to non-traditional performance metrics. For example, a progress metric such as the average time needed to move a document from status “A” to status “B” will validate the progress value calculated using rules of credit. The author will present multiple non-traditional metrics and trends to make use of data contained within document management tools to improve the reliability of traditional progress and performance metrics. These trends will support the project forecast related to engineering deliverables.

The arrival of Industry 4.0 was expected to bring major digital disruption, but the first 60 days of the COVID-19 pandemic caused an acceleration of corporate strategies that had been expected to take about 6 years [3]. Many industries have taken actions to improve the technological tools they use, and the world of project management is no exception. New technologies —including Blockchain, IoT, Smart Contracts, and Robotic Process Automation, among others — have been applied to project management optimization throughout the project lifecycle, to increase efficiency, automate burdensome and repetitive tasks, and allow the professionals involved to focus on processes and tasks that require higher level thinking and expert judgment. This paper is centered around a specific megaproject in Latin America that started to change – even before COVID 19 – the way to develop some project management tools and techniques, which will allow an introduction to talk about the innovations and disruptions in how project management is doing now in some projects/megapro jects in Latin America (and what we are doing in the USA). It is time to improve and change (if we haven't done so yet) the way we manage our projects / megaprojects... Are you ready?

Endorsed by the World Bank, the use of FIDIC contract terms is expanding worldwide – alongside other contract forms, such as NEC4 and JCT – and is increasingly mandatory on US Government contracts. In addition, proof of governance and compliance with Government environmental and social requirements (ESG) is often a requirement for public funding. Ensuring compliance with these terms on a multi-faceted project can be a complex process, involving multiple changes throughout the project’s lifecycle and continuous liaison with cost management, scheduling and reporting. Contract management software solutions help to simplify the task through automation and integration of systems, increasing productivity and minimising time and money lost to disputes. In particular, cloud-based solutions are a powerful tool in driving collaborative working, and are key to ensuring that business decisions are based on the most up-to-date data and that you are always communicating the right information to the right people at the right time. In this presentation, contract management specialist Nathan Lambert, explores how innovations in software solutions are helping to ease the administrative burden and take the pain out of governance and compliance in contract management.

Timely and reliable project controls data is crucial to diagnose the project's current status, predict the project's future performance, and manage risks that could impact overall business objectives. However, traditional project controls practices, tools, and techniques are not standardized, sophisticated, consistent, objective, synthesized, or connected enough to support project management in its entirety. With increasing complexity and resource constraints, projects need to have comprehensive and reliable project controls. The negative impact of project complexity and risks on schedule, cost, quality, and safety can be effectively and efficiently managed only by implementing multi-dimensional, design-centric, and data-driven project controls approaches such as digital twin (DT). DT is a promising project controls approach where a real-time virtual replica of a physical structure functions as a single-source-of-truth. It helps establish a plan, monitor and control progress, and communicate a plethora project statuses and forecasts with stakeholders. However, incorporating DT into existing project controls practices does not guarantee successful implementation unless the practices meet critical success criteria. This paper reviews opportunities and future trends for project controls with digital twin and advanced technologies.

When Gary Dubin was assigned to lead the configuration of the program and project controls for a $1.8B waste water treatment plant expansion, he knew this would require thorough analysis, planning, execution, and the right resources to be successful. He would also quickly learn that flexibility would be key to address unforeseen conditions, needs and requirements. In this session, Gary will walk through: - the history of how the controls were developed and determined - planning for the audiences the controls were designed for - managing expectations, obstacles, and adversities - lessons learned throughout the process - how the controls provided crucial information to minimize claims

In this project, a novel technique of evaluating the environmental impacts of materials, construction methods, equipment and personnel is presented at an activity level of a Critical Path Method (CPM) based schedule. This method of detailed quantification of emissions of carbon dioxide equivalent (CO2-eq) in Global Warming Potential (GWP) provides vital information to construction manager, agencies, and lawmakers for effective decision making in case of megaprojects. Megaprojects are often driven by government agenda and legislations, and mostly funded by taxpayer dollars. Resources, cost, risks and environmental implications are considered. However, there is a lack of quantitative evaluation of greenhouse gas (GHG) emissions due to megaprojects during construction. The new method developed by this research group incorporates GWP emissions associated with the various phases of the project into a project schedule, in addition to dates, durations, resources and cost. This is accomplished by employing a Cradle to Gate approach to Life Cycle Assessment (LCA) of materials and fuel used during each activity of the project schedule of a fictitious bridge project with scenic overlook and parking. This method can be scaled up for megaprojects as well. This will help owners or agencies, construction managers and lawmakers to explore ways of mitigating life cycle emissions by utilizing alternative materials and/or scheduling approaches (sequence of activities). Overall, this study will

A structured Project Development & Execution Process facilitates optimal use of resources such as dollars, people and technology over the life of the project to maximize value. The desired outcomes from this process are to select the right project by making good decision and then execute this decision with excellence. This practical presentation addresses how Decision & Risk Analysis is used in the Energy industry to make informed decision by comparing alternatives, quantifying risks & uncertainties and evaluating financial outcomes. Tools such as decision hierarchy, strategy table, influence diagram, tornado chart, decision tree and S-curve will be presented and how they are used to make complex decision on global mega oil and gas development project.