This intensive one-day bootcamp course is part of Day 1 (24 November 2025) of Project Controls Expo Australia, held at the Melbourne Cricket Ground (MCG). It is designed for professionals looking to enhance their skills in data analytics and how these are applied in Total Cost Management. Participants will delve into intermediate (and some advanced) techniques and tools used in data analysis, visualization, interpretation, and decision-making. Attendees will examine the techniques of data and analytics in a real-world setting to assist them in fine-tuning their fluency with data concepts, challenges, and applications. By the end of the bootcamp, participants will understand the requirements to: - Understand how to apply and interpret key analytic types to improve project decisions. - Learn how AI and machine learning enhance forecasting, cost, and risk insights. - Define use cases for specific organizational needs to construct prediction models. - Grasp how generative AI and language models support automation in project controls

This presentation explores the complexities of managing innovative defence projects with undefined scope, objectives, and timelines. Focusing on a selected project, I examine real-world challenges such as shifting requirements, technological ambiguity, and stakeholder alignment. Through this case study, I identify key management hurdles and extract practical lessons for handling uncertainty, fostering innovation, and steering such projects toward success despite initial vagueness and evolving goals. 

In today’s high-stakes project environment, understanding uncertainty is critical to planning, performance, and decision-making. Yet many organisations still rely on deterministic estimates that oversimplify risk, masking the true range of possible outcomes and often leading to poor contingency allocation or overconfident forecasts. This session offers a focused, practical walkthrough of Monte Carlo Simulation (MCS), a core method within Quantitative Risk Analysis (QRA) that helps project professionals shift from static assumptions to probabilistic insights. We will begin by explaining the core limitations of deterministic risk analysis, particularly how using single-point estimates can mislead decision-makers and create a false sense of certainty. We’ll then introduce the concept of probabilistic analysis, where uncertainties and risks are represented as distributions rather than fixed values, and outcomes are derived by simulating thousands of possible scenarios. The core of the session will be a live simulation, where we walk through each step of the process: • How to define and assign appropriate input distributions (e.g., triangular, normal, lognormal) • How sampling occurs during each simulation iteration • How the output values from all iterations form a probability distribution (histogram) that helps quantify uncertainty and identify likely cost/schedule ranges • How to interpret results such as EMV, P50, P90, and the spread between them Following this, we will guide the audience through how to understand and communicate the meaning of P-values: • What does a P50 estimate imply for contingency reserve planning? • Why might P90 be used for management reserve, and what does it not guarantee? • How to interpret the “range of risk exposure” and explain the results in clear, stakeholder-friendly language We will also refer to the Risk Engineering Society’s guidelines for contingency determination (both cost and schedule), providing clarity on how these principles align with practical simulation outputs and confidence levels. This session is ideal for project controls professionals, project managers, planners, risk practitioners, and commercial leads who want to move beyond surface-level understanding and gain confidence in both using and explaining MCS. It is particularly suitable for those involved in monthly forecasting, rebaselining, funding discussions, or risk-informed project planning, where evidence-based risk quantification is essential. Unlike traditional presentations, this session emphasises hands-on learning and demystification. Rather than just discussing risk at a high level, we will break down what’s happening behind the scenes in a Monte Carlo simulation, so attendees leave with a clear, transferable understanding of how these models work and how to use their outputs to support smarter, data-informed decisions. If you’ve ever looked at a P-value or tornado chart and wondered what it really means—or how to explain it to your team, this is the session for you. 

Data-Driven Project Forecasting: How Sydney Trains Transformed Delivery Predictability Presentation Synopsis: This case study examines how Sydney Trains collaborated to enhance project controls and transform delivery predictability for a project within the Customer Information Channels team. The team was facing challenges with estimation accuracy, capacity planning, and prioritisation stability, and sought to establish greater confidence in delivery timelines. Our co-designed discovery process, involving 10 in-depth team interviews, identified three primary operational challenges affecting project control effectiveness: 1. Prioritisation issues (mentioned by 90% of interviewees) 2. Estimation accuracy (90% of interviewees) 3. Capacity planning (70% of interviewees) The collaborative intervention centered on implementing effective project controls through a workshop that directly addressed these pain points. The co-developed approach featured: • Data-Driven Forecasting: Implementation of burn-up charts that integrated actual team capacity data with refined estimation techniques • Consolidated Control Framework: Creation of a unified work management structure in their delivery tracking system bringing together previously fragmented project information • Prioritisation Methodology: Application of Weighted Shortest Job First (WSJF) modeling to enable objective decision-making • Capacity Visualization: Overlaying actual team capacity against estimated work to create realistic delivery expectations This case study will showcase the specific controls implemented, including detailed examples of the burn-up visualization techniques, estimation methodologies, and capacity planning approaches. We'll demonstrate how these tools enabled the project team to confidently forecast completion dates based on empirical data rather than optimistic projections. The presentation will highlight both the technical implementation details and the measurable improvements in project predictability, including: • Before-and-after comparison of estimation accuracy • Stabilisation of prioritisation decisions • Improved alignment between capacity and delivery commitments • Enhanced stakeholder confidence in project timelines For project controls professionals, this case study offers valuable insights into how agile forecasting techniques can be applied within traditional project frameworks to deliver greater predictability, transparency, and control over complex technology initiatives – all through a collaborative approach that builds on team strengths and shared expertise. I will be co-presenting with the Head of Project Delivery for Customer Information Channels at Sydney Trains. 

In an increasingly complex digital environment, aligning project delivery with strategic objectives remains a challenge, especially when traditional governance frameworks are rigid and delivery practices are evolving. This case study explores how a large infrastructure organisation sought to develop a fit-for-purpose delivery and governance framework for its digital portfolio, within the constraints of a fixed overarching governance structure and a strong executive mandate for agile delivery. The Sponsor requested a framework that could support a range of project types and sizes, balancing agility with necessary oversight. The framework needed to align to top-level stage gates while remaining lightweight and adaptable, enabling faster delivery without sacrificing accountability or clarity. Our approach began with a fundamental question: did the leadership team clearly understand what they were governing? A review of existing business cases revealed significant disconnects between strategic intent, delivery methods, and outcomes. From this starting point, we co-designed a governance model, eventually called the Adaptive Governance Framework, that supported traditional oversight while embracing agile principles. The concept of "Minimum Viable Governance" helped drive consensus, providing just enough structure to assure value without stifling delivery teams. Key success factors included early engagement with executive sponsors, clear articulation of the benefits of adaptive governance, and an iterative approach to framework design. The result was a model that strengthened the link between business cases and delivery outcomes, improved transparency across the portfolio, and empowered project teams to work with greater autonomy. This session will share lessons from the engagement, including practical tips on navigating fixed governance constraints, reconciling agile and traditional mindsets, and building frameworks that genuinely align strategy with delivery in a digital-first world. 

Disruption in construction projects is an unanticipated interruption to the regular progress of works, resulting in loss of productivity. It could be due to various reasons like excessive overtime, acceleration or out-of sequence work. Disruption results in reduction of work efficiency rate which leads to increase in working hours spent (i.e., labor and/or equipment) on the relevant disrupted work, not necessarily extra time (i.e., critical delay), which leads to claims to recover such losses. In practice, disruption claims are often difficult to establish due to lack of express provisions in the contract that provide rules or guidance on methodology and qualifying relevant event(s) which caused disruption. This makes it difficult to establish definitive causal linkages and may lead to claims being more global in nature. Meanwhile, assuming evidence is given, and it is compelling, it remains challenging to measure and justify the financial impact of disruption in absence of actual records as courts are more impressed by damage calculations related directly to the disputed works and supported by contemporaneous documentation. This paper delves into the practical considerations for conducting a credible disruption analysis in view of the methods described in AACE International RP 25R-03 through different scenarios providing better explanation and more accurate estimation of the methods.

In large-scale infrastructure delivery, productivity is more than just measuring outputs — it's about understanding the relationship between the work completed, the labour and plant inputs used, and the conditions under which that work was performed. This presentation defines productivity in practical terms and explains why capturing these three dimensions is essential for measuring true efficiency on site.  Participants will gain clarity on the distinction between production and productivity — and why focusing solely on outputs, such as units-per-day, often fails to uncover the “how” and “why” behind performance. By integrating input measures and context, project teams can unlock deeper insights, benchmark performance, identify best practices, and proactively address emerging issues.  Crucially, this approach has been enabled through LXRP’s collaborative contracting model, which fosters transparency and shared learning. All Program Alliances can access and utilise this productivity data to compare similar scopes, assess methodologies, and apply lessons learned — helping to lift 

As government infrastructure programs and projects grow in complexity and scale, the evolution of controls has become essential to ensuring transparency, accountability, and delivery confidence. This presentation explores the maturity journey of controls in a transport infrastructure agency, tracing the shift from traditional spreadsheet-based methods to the adoption of Business Intelligence (BI) tools such as Power BI.  Drawing on insights from a client-side government context, the session highlights the drivers behind this transformation and continuous improvement—including the criticality of data accuracy, integrated systems, on-point analytics and agile reporting. It also examines the challenges faced during this transition, such as data governance, change management, and upskilling.  A key theme is the shift in focus from simply achieving data completeness—having values in every field to ensuring data accuracy - that the values reflect the true state of a project in relation to its complexity, status, and intended delivery outcomes.  As data volume increases, so too does the potential for deeper insights, enabling a more granular focus on performance, risk, and value. However, this potential can only be realised through a well-defined control framework, simple and streamlined processes, robust governance, and consistent conformance checking. Controls must not be a peripheral function—it must sit at the core of any infrastructure delivery organisation, enabling timely and informed decision-making, ensuring alignment with strategic goals, and safeguarding public value.  Attendees will gain an understanding of how having accurate data lends itself to producing scalable reporting and analytics tools that enable more meaningful insights, supports better decision-making, and reduces the risk of misalignment between reporting and reality. 

As construction continues to evolve through digital transformation, the foundation of effective project delivery lies in how we estimate, structure, and manage data. In this session, we’ll go one layer deeper—to the data foundations that make smart construction tools truly powerful. Specifically, we’ll explore how First Principle Estimating (FPE) and structured coding systems can transform how we plan, control, and deliver projects. We’ll begin by introducing the concept of FPE—estimating from the ground up using real-time inputs such as labor, materials, equipment, and productivity. This bottom-up approach enhances accuracy, transparency, and adaptability, making it a perfect fit for digital construction environments that rely on tools like BIM, 4D/5D planning, and digital twins. The session will then explore the importance of coding structures in project controls. Using the “5 W’s of Costing”—Where (Bill Code), What (Task Code), With (Cost Code), Who (Group Code), and When (Activity/Program Code)—we’ll demonstrate how these coding enables seamless integration across platforms, supports modular/offsite construction, and unlocks the full potential of automation and analytics. Real-world examples, including a case study from an actual project, will illustrate how these principles are applied in practice to improve forecasting, risk management, and project performance. By the end of this session, attendees will understand how combining FPE with smart coding structures empowers teams to build digitally, manage proactively, and deliver projects that are not only on time and on budget—but also aligned with sustainability and innovation goals.

This presentation will showcase a groundbreaking innovation in the field of Project Controls—integrating Python into the traditional data lifecycle to revolutionize data transformation, automation, and analytics. Historically, data manipulation in project environments relied heavily on Excel and Power BI, which limited scalability and performance. By introducing Python into the workflow, we enabled advanced data processing capabilities, including the grouping of multiple Excel files, transforming raw data into structured formats, and applying machine learning for predictive labeling and classification. This significantly reduced Power BI model sizes, enhanced performance, and unlocked new analytical possibilities. Key tools such as Pandas, Scikit-learn, and Matplotlib were leveraged to manage, analyze, and visualize data, resulting in faster reporting cycles and more informed decision-making. The innovation not only improved technical outcomes but also fostered a cultural shift toward data literacy and continuous improvement within the organization. Attendees will learn how starting small, validating through prototypes, and building internal champions were critical to success. The process was thoroughly documented and is now being shared through internal wikis and external forums to benefit the broader professional community. The results speak for themselves: improved data processing speed, enhanced model accuracy, and a more agile approach to project controls. Future plans include integrating advanced forecasting and risk analysis models, with KPIs tracking turnaround time, accuracy, and user satisfaction. This session will inspire project professionals to embrace data science tools, demonstrating how curiosity and technology can drive meaningful, scalable change across the global project controls landscape. 

As the complexity of major construction projects escalates, the integration of Artificial Intelligence (AI) into project controls is transforming how teams plan, monitor, and deliver outcomes. This session presents a collection of practical use cases showcasing how AI-enabled tools are being deployed across the project lifecycle—enhancing data-driven decision-making, optimizing resource allocation, and improving risk and cost forecasting.     Drawing on real-world insights from major infrastructure programs, the paper explores the application of machine learning, natural language processing, and predictive analytics in construction project management. Key use cases include AI-assisted cost and schedule risk analysis, automated deliverable reviews, contract administration enhancement and enhanced stakeholder alignment through intelligent communication workflows . The presentation will also highlight lessons learned from implementation and adoption challenges, offering a grounded perspective on the practical value AI can bring to project controls professionals.     Whether you're overseeing multimillion-dollar portfolios or advancing organizational maturity in digital delivery, this session aims to provoke discussion and inspire scalable innovation. 

How do you manage large data sets on newly established entities that have to mobilise and integrate 1,000s of people quickly across multiple organisations? This presentation will explore the complexities of establishing systems and processes for mega projects that are being delivered as alliances or joint ventures. Drawn from experience on over USD100bn in infrastructure delivery on multiple continents, Mark will explain how UniPhi's transaction transparency has allowed organisations like Arcadis, Jacobs, GHD and AECOM to provide audit ready commercials to their clients while also monitoring bottom up performance metrics to assist management power forward the benefits of such alliances.

Float ownership is a pivotal yet contentious issue in construction projects, directly impacting contract negotiations, delay management, and risk allocation. Despite its apparent simplicity, inconsistent contract drafting, ambiguous terminology, and misalignment between commercial and planning teams often trigger costly disputes. With no definitive legal guidance on “who owns the float,” project controls professionals face persistent challenges in ensuring timely, dispute-free delivery. This presentation draws on Arkady Karamyan’s legal research from the University of Melbourne’s Master of Construction Law program, which critically analyzes float ownership across standard contract forms (AS4000, FIDIC, NEC) in common law jurisdictions such as Australia, the UK, USA, Hong Kong, and Singapore, as well as blended areas such as Middle East. Informed by his 25+ years experience leading project controls on infrastructure mega-projects like Sydney Metro City & Southwest and Queensland Train Manufacturing Program, Arkady integrates real-world case studies and insights from recent complex negotiations. His research examines how contractual ambiguities and scheduling practices exacerbate disputes, identifying key gaps in current approaches to float allocation. This session provides actionable strategies for commercial managers, legal teams, and project controls professionals on both contractors’ and principals’ sides. Attendees will learn frameworks to analyze float allocation in existing contracts and implement pragmatic drafting techniques for standard (AS4000, FIDIC, NEC) and bespoke contracts. These tools clarify float ownership early in the project lifecycle, ideally at contract formation stage, aligning principal and contractor interests to minimize disputes. Drawing on lessons from complex rail and infrastructure projects, the presentation also explores practical methods to integrate scheduling and commercial strategies, ensuring equitable time management. By bridging legal research and practical experience, this session equips attendees with implementable frameworks to navigate float ownership complexities. Participants will leave with clear strategies to draft robust contracts, streamline delay management, and optimize project outcomes, reducing costs and fostering timely delivery. This roadmap for transparent float allocation empowers project teams to establish dispute-resistant time management, reducing delivery and claim-related costs and ensuring timely delivery, enhancing overall project success. 

The presentation discuss how many times is the disagreement on a project really just a matter of different understanding for the same word? That is the key point we make in our presentation, ""The Language of Control - Why Words Matter."" As a result of the complexity of projects today and the way terms are applied in shared areas, creating clarity with definitions is at least a necessity for clear communication between teams, and at best a prerequisite for success. Main points discussed: Estimating – Case study on the benefits on implementing a standardized estimating framework and getting consistency, particular focus how standardized language aids this. Planning - Highlight how “level of schedule” is often misunderstood and redefined between projects and organisation. We also point out some other ambiguous terms and discuss how a unified framework and shared definitions can help. Delay Analysis - Discussion around Concurrency and how term is often misunderstood. Quick overview of methodologies. Cost Management – Discussion around the word “Contingency” is often misused and how confusing it for management reserve or can lead to issues.

Achieving truly integrated project controls is often easier said than done. Throughout my career, I’ve navigated the implementation challenges and learned what works and what doesn’t. In this presentation, I’ll share insights on overcoming obstacles, simplifying complexity, and making integration achievable. What Are Integrated Controls? Integrated project controls can mean different things to different stakeholders, leading to complexity that is difficult to maintain. Instead of starting with an overly ambitious system, defining simple, scalable goals will help gain buy-in and expand functionality over time. Are There Critical Functions? Change and performance management are at the core of integrated controls—not just reporting. Understanding this distinction can elevate a system from tracking data to driving strategic success. I will explain why these functions are crucial and how they shape an effective integrated controls environment. Is Technology the Answer? Technology plays a vital role in project controls, but it’s not a one-size-fits-all solution. The key is aligning tools with operational needs and strategic goals. I’ll share real-world implementations, highlighting the successes, challenges, and lessons learned along the way. Integrated project controls doesn’t have to be overwhelming. By focusing on key functions, defining clear objectives, and leveraging technology effectively, organisations can build sustainable and efficient systems. I’ll cover real-world strategies to simplify the process and make integration work for you. Conclusion If you are new to this journey or in the midst of transformation, join me as I share the trials and tribulations of nearly 30 years across multiple industries implementing controls to provide consistency and transparency to project delivery. 

Control systems are essential to any project's success. Yet, the hard truth is that no matter how advanced they are, it's the caliber of leadership decisions operating within those systems that ultimately defines the outcome. While organizations invest heavily in advanced project management tools, analytics, and reporting structures, the critical factor that transforms data into successful outcomes remains largely overlooked: executive leadership behavior. This masterclass reveals how leadership psychology directly impacts project controls effectiveness and decision-making quality, drawing from the experience of 100+ executives across industries ranging from construction and engineering to technology and healthcare. The Hidden Challenge: Despite robust project controls frameworks, 70% of projects still fail to meet their original objectives. The root cause isn't technical—it's behavioral. Project leaders struggle with three critical leadership gaps that undermine even the most sophisticated control systems: 1. Decision Paralysis Under Pressure: When facing incomplete data or conflicting priorities, leaders delay critical decisions, causing cascading project delays and budget overruns. 2. Information Overload Without Strategic Focus: Advanced reporting systems generate massive amounts of data, but leaders lack frameworks to distinguish between urgent noise and important signals. 3. Weak Stakeholder Influence Without Authority: Project success depends on influencing diverse stakeholders—clients, vendors, team members, executives—but technical experts often lack the leadership presence to drive alignment. The Solution Framework: This session introduces the VRHS Leadership System specifically designed for project environments: V - Values Driven Vision: Define a compelling future state that aligns with your core values and serves as your North Star for all leadership decisions. R - Resistance Removed: Learn the tools to Identify and eliminate the internal barriers, limiting beliefs, and external obstacles that prevent you from performing at your highest level. H - High Performance Habits: Learn the science behind establishing consistent leadership practices and systematic approaches that compound over time to create sustainable excellence and leadership impact. S - Support for Success: Build strategic relationships, systems, and resources that amplify your effectiveness and accelerate your leadership growth. Key Takeaways: Learn the facts behind, Why acting like a leader always fails - and the leadership transformation required to become an authentic leader. Learn about the 3 hidden mental roadblocks that sabotage the project decision making process and practical tools to overcome it. The 4-step executive mindset framework that rewires your thinking from the inside out. The science behind executive presence and the practical steps to develop. These aren't theoretical concepts—they're battle-tested tools currently used by project leaders managing multi-million-dollar initiatives. Target Audience: This masterclass is designed for decision-makers, project managers, program directors, construction executives, engineering leaders, and anyone responsible for delivering complex projects on time and within budget. Interactive Elements: The session includes interactive elements; visual presentation slides and encourages audience participation. The future of project success isn't about better software or more sophisticated controls—it's about better leadership. Join this masterclass to discover how small shifts in leadership behavior create dramatic improvements in project outcomes. 

The construction and infrastructure sectors face an ever-growing demand for transparency, accountability, and timely decision-making. Traditional reporting methods often rely on long-form narratives and static data that can quickly lose relevance. This creates a gap between what is happening on site and what stakeholders perceive—leading to delays, disputes, and inefficiencies. InSite Project Monitoring has been developed to bridge this gap. By combining advanced site-based monitoring technology with project controls expertise, InSite delivers evidence-based, real-time visibility into project performance. The platform captures visual data, integrates it with scheduling and cost systems, and presents it in a clear, accessible format that is impossible to dispute. In this presentation, Christian Chandler, Managing Director of Consilium Solutions and Founder of InSite, will demonstrate how the system is transforming reporting practices. He will be joined by Shane Waldron, Director of Construction and co-founder of InSite, who will share real-world experiences from the field—highlighting the practical constraints, lessons learned, and value gained when applying InSite in live project environments. Together, they will explore: How InSite provides objective, verifiable insights that reduce reliance on subjective narratives. Ways visual reporting enhances stakeholder engagement, builds trust, and supports faster, more informed decision-making. Practical examples of how InSite integrates into existing project controls frameworks to deliver measurable time and cost savings. Attendees will gain an understanding of how transparency, combined with cutting-edge monitoring and proven controls methodology, can simplify complexity and deliver genuine project certainty. InSite Project Monitoring is not just another tool—it represents a step change in how projects are reported, understood, and delivered.

20 years ago we planned projects on walls. Today we Plan them in electronic boxes.  And we can’t see them anymore!  J. Riksts- Alderman – KPMG  With projects making up approximately 1/3rd of the worlds GDP (HBR Dec 2022) and the success rate of for achieving Budget(47.9%) + Schedule (8.5%) + Benefits (deliverables) 0.05% - (how big things get Done) – Bent Flyvberg & Dan Gardener. It is vitally important that Project management gets greater control of project schedules and outcomes.  One of the major issues effecting how people control projects is Cognitive Loading and Overloading. The mental effort – how hard our brain has to work at a task/s -with a risk of overloading that leads to decreased performance, errors and stress. Creating Large, Complex Schedules is one of our greatest cognitive challenges.  The majority of todays schedules are created using Tabular scheduling – This creates schedules using tables or spreadsheets - listed in rows or columns and presents that data in Gantt Chart or Kanban formats.  Spatial Scheduling uses graphics without rows and Columns and utilises X Y and Z axes. Tasks can be moved 360%, allowing for flexibility, creative layouts and real time adjustments in organising.

The Future Role of AI in Enhancing Planning and Project Controls for Mega Projects In the future, the realm of planning and project controls, especially within mega infrastructure projects, will be significantly transformed by the integration of Artificial Intelligence (AI). With my extensive experience in this field, I anticipate dynamic challenges and opportunities that AI will address across sectors such as rail, metro, highways, and more. AI's future capabilities will offer groundbreaking solutions for improving efficiency and accuracy in project management. Optimizing Planning and Scheduling AI algorithms will enhance planning and scheduling processes by analyzing vast datasets to predict potential project delays and optimize resource utilization. Software tools like PRIMAVERA P6, TILOS, and SAFRAN, which are already crucial today, will leverage AI to increase predictive accuracy and automate routine scheduling updates. This advancement will allow project managers to concentrate more on strategic tasks in the future. Cost Control and Risk Management In the domain of cost control and schedule risk analysis—areas I have overseen for over $27 billion in projects—AI will offer significant future advantages. AI will enhance the precision of cost estimations and identify cost-saving opportunities by analyzing historical project data and future market trends. Furthermore, AI tools will improve schedule risk analyses (using P50, P80, P90) by simulating countless scenarios to assess the impact of risks, thus empowering future decision-makers to proactively mitigate potential issues. Data-Driven Decision Making Utilizing advanced analytics platforms like Power BI in conjunction with AI models will facilitate real-time data analysis, providing actionable insights into project performance. AI-driven dashboards will visualize complex data patterns, enabling more strategic and informed decision-making processes in the future. Innovation and Future Directions AI will foster innovation within project controls by automating routine processes and generating intelligent forecasts. As an innovator with developed patented methodologies, I see AI as a key element in evolving traditional project controls practices. Its future application will lead to the development of new, efficient methodologies that will ensure the successful delivery of mega projects. In summary, AI promises a compelling opportunity to revolutionize planning and project controls by offering tools that will enhance precision, efficiency, and strategic insight. The continued integration and exploration of AI in these areas will drive future innovations and improvements in project management practices. 

The integration of artificial intelligence into program and project controls is not a distant future—it's happening now. As AI tools begin to automate routine tasks and streamline data processing, the role of the program controls professional is undergoing a profound transformation. This presentation explores how AI is reshaping the skillset required to thrive in this evolving landscape, and what professionals at all career stages can do today to stay ahead. Drawing on nearly 25 years of global experience in program delivery, I’ll share insights into how AI is being practically applied across scheduling, cost, risk, and reporting functions. While these tools are beginning to eliminate the "grunt work"—manual data entry, repetitive reporting, and fragmented analysis—they also expose a new frontier of opportunity. The future of program controls lies not in mastering isolated specialisms, but in developing the ability to span them, connect them, and tell compelling stories with data. As AI takes on more of the mechanical tasks, the human role becomes more strategic. Professionals will need to evolve into data-savvy analysts, integrators, and communicators. Understanding the principles of data alignment, system integration, and advanced analytics will be essential. Equally important will be the ability to interpret insights and translate them into meaningful narratives for stakeholders—from site teams to executive boards. We’ll consider the real-world AI tools already in use today, and discuss how, ultimately they will need to integrate across the full spectrum of controls disciplines. While the technology is advancing, the opportunity to lead its adoption lies with us. You don’t need to be a data scientist to get involved. Understanding the underlying principles, asking the right questions, and engaging with emerging tools are actions you can take now. This session is designed for industry professionals who want to future-proof their careers and for executives seeking to build high-performing, forward-looking teams. Whether you're just starting out or leading delivery on major programs, the message is clear: AI won’t replace program controls professionals—it will elevate those who are ready to adapt, learn, and lead.