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Registration @Gate 3 Entry
Session B4 : Introduction to Project Cost Estimating
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.
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Session B5 : Maximizing Efficiency in Project Control Services: A Collaborative Approach with PMO
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.
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Session B6 : Pacing Delays - Application and Considerations
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.
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Mid-Morning Coffee Break @Olympic Room B & Betty Curthber Lounge
Lunch Break @Olympic Room B & Betty Curthber Lounge
Afternoon Coffee Break @Olympic Room B & Betty Curthber Lounge
Registration @Gate 3 Entry
Session M4 : Assessing Delay and Disruption in Agile and Distributed Projects
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.
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Session M6 : Staff Development in Project Controls
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.
Speaker :
Mid-Morning Coffee Break @Olympic Room B & Betty Curthber Lounge
Lunch Break @Olympic Room B & Betty Curthber Lounge
Afternoon Coffee Break @Olympic Room B & Betty Curthber Lounge
Evening Social offering final opportunity to network with pint of beer, wine and soft drinks at Olympic Room B (Open for everyone)
Stadium Tour
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