In today's rapidly evolving project landscape, megaprojects and 'gigaprojects' face increasing complexities, with over 70% experiencing schedule delays and 80% exceeding budgets. Traditional project controls are no longer sufficient to manage these high-risk, high-complexity ventures effectively. This presentation explores how AI can revolutionise project controls by enabling predictive analytics, automated benchmarking, and proactive risk management. We will showcase 'what good looks like' for professionals delivering successful outcomes for complex projects in the APAC and MEA regions. This session will demonstrate how various AI-driven tools can optimise resources, reduce delays, and enhance decision-making.

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.

This case study presents a real-world application of portfolio controls in managing Sydney Water's unprecedented $34 billion AUD infrastructure transformation program. As Australia's largest water utility, Sydney Water faces unique challenges in overseeing projects across 12,700 square kilometres, serving over 5 million people. We will discuss how we utilize project controls concepts, methodologies and frameworks to managing concurrent delivery of large scale projects and development of a pipeline of future projects.

Keiron Burchell will present on his experience establishing a fit-for-purpose and value-adding project controls function within the New South Wales energy transition. His session will provide context on the NSW energy transition, including the Renewable Energy Zones and Priority Transmission Projects. He will describe the role of EnergyCo as Infrastructure Planner, and that of the Project Management Office, and will discuss the opportunities and challenges for industry in improving project controls maturity inside a growing and fast-changing infrastructure program.

Performance measurement and monitoring is vital to success within Infrastructure Mega Projects. Explore how ACCIONA implements Performance Measurement and Monitoring on a Infrastructure Mega Project through capture and analysis of daily costs and quantities to understand progress, performance and drive positive action and decision making to optimise time, cost and productivity outcomes.

As we navigate our way through economic uncertainty, finding opportunities to improve productivity has become critical. Ensuring that portfolios of work have measurable ways to make improvements that flow down through to projects creating efficiencies and freeing up resources is on the agenda of all leading organisations.  This case study will explore common challenges experienced across multiple clients and will provide you with practical tools to self-assess your organisation and develop an improvement roadmap.

In this presentation, Dev Amratia, CEO and Co-founder of nPlan, will demonstrate how AI is enabling its client, Anglian Water to: - Quantify portfolio deliverability/risk - Assess contractor change requests during Portfolio 'boards’ - Assure more projects more comprehensively and faster than ever before - gaining more confidence in outcomes. Amratia will explain how nPlan's portfolio AI works, and discuss how nPlan Portfolio Pro customers are using the insights provided by its AI to make smart decisions regarding interventions, resource allocation and stakeholder management. Overall the session will feature a powerful case study of how AI has already started to drive positive transformation in the water/utilities sector

Established in 2019, the Melbourne Transport Infrastructure Authority (MTIA), now known as VIDA, merged LXRP, RPV, MRPV, NELP, and WGTP one authority. A primary challenge was integrating these diverse offices into a single project controls enterprise system, each with distinct project types, Cost Breakdown Structures (CBS), and reporting requirements, while producing effective program reporting. This case study outlines strategies for achieving program reporting using varied CBS datasets, focusing on minimizing changes to existing structures and processes. We will also explore different integration architectures and storage solutions, including API setups between enterprise systems and Microsoft applications.

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.

Are you using Monte Carlo simulation in your projects? Project failure occurs due to incorrect project estimates. Therefore, accurate forecasting is crucial for projects. Wait a moment, what about project and company risks? Have you added them to your projects? Can those risks be included in your Monte Carlo simulation? And how those risks are affecting the initial estimates? Join me for an overview on Monte Carlo simulation for project schedule estimates with and without risks/opportunities.

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.

Risks and uncertainty are an inevitable part of any project. They cost money and, in some cases, significant sums. It doesn't have to be that way. In any project there are three areas that give rise to cost uncertainty; risks, the uncertainty associated with estimates and in a contracting environment the cost of resolving issues/claims. Each area has different variables. It has long been recognised that managing variables is readily handled using models and running Monte Carlo simulations. In the past this has been the domain of expensive consultants but thanks to straightforward software this can now be easily managed by any project team. This presentation describes the three models and how their integration leads to proactive governance of these critical project management functions. The result supports improved management of an organisation's finances and seriously reduces the potential for unexpected cost blow outs.

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.

In a rapidly evolving technology landscape, can the construction industry finally leverage innovation to close the productivity gap? Doing so requires a robust implementation of project control fundamentals, which not only support current achievements but also facilitate future advancements. Join this presentation to hear a panel of industry leaders explore how a deep comprehension of these foundational principles can significantly enhance project management and spearhead a new era of technological integration. The panel discussion will begin by addressing the critical importance of mastering fundamental project controls in today’s construction environment. Our speakers will demonstrate how these essential elements provide the basis for adopting advanced technologies and innovative methodologies, such as artificial intelligence and complex data analytics. Benefit from firsthand insights based on the extensive, practical experiences of our speakers, offering a glimpse into how traditional project controls, combined with innovative strategies, have led to successful projects. These accounts will highlight not only real-world challenges, but also the inventive solutions and remarkable outcomes that can be achieved when fundamentals are paired with innovation. The panel will feature examples that highlight how adaptable strategies have improved project outcomes. Additionally, examples will be shared demonstrating the tangible benefits gained from integrating new technologies into various projects. These insights will showcase the practical application of innovative approaches in real-world scenarios, providing attendees with valuable lessons and strategies that can be applied to their own projects. Key learning objectives include: 1)Data Science Needs Structure: Emphasizing the importance of structured data in utilizing artificial intelligence to improve insights and decision-making. 2)Systematic Execution: Eliminate the noise by simplifying and systemising good business process and governance. Empower teams to focus on effective risk identification and apportionment through work packaging. In turn, delegate accountability, measure and manage performance. 3)Cultural Change: Cultivating a culture that proactively embraces change as an integral aspect of project management. Learn the crucial strategies and insights to manage complex construction projects more effectively. By integrating solid project control fundamentals with innovative practices, attendees will be prepared to address the challenges of today’s project environments and lead in the adoption of new methodologies. Advance your expertise in project controls by joining us for this essential session. Acquire the insights necessary to guide your projects with confidence and foresight. Embrace the fundamentals, champion innovation, and drive excellence in your project outcomes.

With the volumes of information project controls professionals are expected to manage today, there simply isn’t the time or people to make sense of it. Yet, the construction industry continues to generate PDF reports that get messaged to be “correct”, Why? Our industry needs a culture change in accepting what our systems (and soon, AI) tell us. We have lost the ability to expect “gut feel” or “instinct” to add value to our projects. Just because we don’t trust the numbers, doesn’t mean they aren’t true, but how do we change this? Stop simply adopting technology and start embracing it. Work with it. Help make AI better. Work your technology partners to do this. Not embracing AI is one of the biggest risks to our future projects.

The project controls landscape is rapidly evolving with digitalisation and AI and ML. These advancements offer significant opportunities for improving project outcomes, but challenges remain in data integration, user adoption, and construction-specific requirements. Technology solution exist that alleviate some of these challenges. This presentation explores the evolving landscape of project controls, focusing on the integration of AI and ML technologies. It addresses challenges in data integration, user adoption, and sector-specific requirements, and highlights solutions that enhance project outcomes and competitive advantage in construction project management.

For years, planning managers have used Primavera P6 to craft accurate, high-quality schedules—a process that, while effective, often requires significant time and effort. Now, a new era of project planning is here. In this presentation, Steve Ellis and Jim Fairchild will introduce how automation can transform scheduling by integrating new tools with Primavera P6. We’ll explore how critical reviews can be automated to enhance precision, save time, and reduce manual workload. Through real-world examples, we’ll demonstrate how real-time schedule analysis, compliance checks, and predictive analytics identify and resolve issues before they escalate. Key topics include: • Empowering Planning Managers: Focusing more on strategic priorities.

This topic would shed light on the importance of project controls from an estimator’s perspective and how to master them, by exploring key components like planning and scheduling, cost management, and performance measurement (Earned Value Analysis). It would also share best practices that deliver value and visibility, including integrated project controls, Pareto’s law (the 80/20 rule), and effective communication and reporting strategies backed by real world examples and case studies. The importance of using specialized software tools, such as RIB Candy, will be covered for construction project controls, to enhance efficiency and accuracy followed by looking at future trends in project controls, machine learning and AI.

In this engaging panel discussion on "The Use of 4D Planning / Digital Engineering in Project Controls," we'll dive into how these cutting-edge technologies are transforming construction projects in Australia. With 4D planning and BIM now playing a key role in connecting design and construction, our experts will share their experiences and insights on how these tools are improving project tracking, resource management, and overall project delivery. We'll explore the challenges of integrating BIM with traditional project controls, the keys to successfully using 4D BIM for progress reporting, and how AI and machine learning are shaping the future of project controls. Expect to hear about common mistakes to avoid, underappreciated functions within project controls, and ways to integrate sustainability without compromising budgets or timelines. This session is packed with practical advice from experienced professionals, offering you the tools and strategies to maximize the use of 4D planning and digital engineering on your own projects. Whether you're already using these technologies or considering their adoption, this discussion will provide valuable takeaways for enhancing project efficiency and success.

Growing role of data centers in the renewable energy landscape, including how they are integrating with sustainable energy sources and the benefits of such synergies for reducing carbon footprints.

Building Information Modeling (BIM) and data connection and integration has become an essential part of large-scale projects. While a massive amount of information is produced during the project lifecycle of a project on the Autodesk Construction Cloud, this data is trapped within the CDE. This becomes an obstacle for non-BIM users and stakeholders outside the ACC ecosystem. Using Microsoft Power BI and the Autodesk Data Exchange, interactive visualisation and analisys of data from a 3D Model in Power BI is possible. In this session, the speaker will demonstrate how to connect ACC data to PowerBI using the Autodesk Data Exchange process.

The utilisation of artificial intelligence coupled with time lapse imagery showing construction progress over a shift / reporting period mitigates often one-sided reporting standards that blur the line between reality and a narrative to protect the various stakeholder’s interests. The provision of short videos showing footage of a reporting period, inclusive of AI labelling, enabling annotations and highlighting areas of focus / concern or query to support the efficient delivery of your project. We have found a multitude of benefits in each deployment including, night shift verses day shift productivity deltas, equipment inefficiencies, personnel being deployed to non-critical work fronts as well as obvious rework.

Most other industries have reached a level of understanding where the numbers speak for themselves. When farm tractors are guided by GPS, farmers use fewer seeds, fertilizers, and chemicals while achieving higher, more consistent yields. It’s just maths. In construction, the long-standing argument against standardized processes is that every project is unique, so execution can’t be standardized. Yeah-Nah. While the end product may be unique, the processes we use to manage projects are common and we know which methods are effective and which ones aren’t. In this presentation we will look at 70 global projects that implemented Advanced Work Packaging (AWP) over the last decade and the link between industry best practices and worker tool time.

Since the early 1990’s the productivity of the Construction sector has lagged other sectors such as Manufacturing and Transport. What productivity boost can be driven at the Planner level, which in turn improves bid quality, margin and delivery assurance? With over 25 years heritage in North Sea Oil and Gas, Safran Project has evolved in a very mature project controls market. With a strong emphasis on Planning community contribution to development, Safran Project offers planners many advanced productivity centric features. Some of these features, such as Calendar Management and Network Logic controls, will be showcased to highlight how they improve a Planner productivity and overall contribution to more successful projects.

The Eastern Busway Alliance are trialling quantitative schedule risk analysis (SRA) performed monthly as a project management tool for forecasting and risk mitigation planning. A key focus has been the development of a streamlined monthly update process to make SRA result widely available to the project team. The purpose of this paper is to discuss the journey followed and present examples of specific benefits realised through this process, on a brownfield project of >800M value.

This session will look at how the integrated baseline was created for the Tideway program in the UK. This Nationally Significant Investment Project, had its baseline set at 4.2bn GBP with a 2025 end date in 2012 and has been successfully delivered. Understand, how scaling from project to program controls has allowed this to be the case over such a tumultuous decade.

Project Portfolio Management (PPM) systems ensure alignment, consistency and transparency in project controls, to drive enhanced governance, collaboration, and data driven decision making culture, enabling organisations to make smarter decisions and achieve sustainable, impactful results. Our team will share insights, best practice and key lessons from the Planisware PPM system roll-out project for Seqwater, including: 1)Overcoming challenges to successfully implement PPM systems across a diverse team. 2)The importance of aligning system implementation with established processes and changed management. 3) Effective change communication and engagement allowing successful user adoption and build a collaborative mindset across teams.

‘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. 

This topic focuses on how unconscious biases from stakeholders can silently undermine governance decisions, affecting project outcomes. It can highlight: 1)How biases influence risk management and decision-making. 2)Strategies to detect and mitigate biases in governance. 3)The importance of neutral frameworks for objective decision-making.

In the People-Process-Technology framework, people are the essential component driving the efficient delivery of capital projects. Despite numerous initiatives to enhance skills, knowledge, and organisational culture within the Australian Project Controls industry, ensuring timely and effective project delivery remains a challenge. We believe the critical missing ingredient for holistic Capital Project success is Collaboration. This presentation explores the evolution of collaboration in Project Controls and its impact on the Australia Pacific market. We will trace its development from the best pre-digital theories to the post-COVID era, where innovations in communication technology have revolutionised our current reality. We will contextualise this within today’s complex, multibillion-dollar, multi-stakeholder Capital Projects in Australia. Afterwards, we will then examine how this context is ideal for Collaboration to drive efficiency, transforming mega-projects into success stories rather than over-budget, delayed ventures where stakeholders rival, communication brakes, and headaches are common. By leveraging the best of traditional methods alongside cutting-edge technologies, we can achieve remarkable outcomes.

Using an AI-driven platform enhances project management for complex projects by providing data-driven insights to identify priorities, assess risks, and develop actionable plans. AI enables project managers to make informed, evidence-based decisions, ensuring efficient timelines and budget control. By utilising predictive analytics and real-time data analysis, AI-based project management eliminates human bias in critical areas like risk assessment, resource allocation, and scheduling. Processing extensive project data objectively, AI ensures decisions are grounded in data rather than subjective judgment. Automation of routine tasks further reduces human error, promoting consistency and efficiency across project stages.

One of the fundamentals of the UniPhi platform is the distributed data capture design. It challenges the norms of closed systems used in construction and shifts the entire project environment to a model of transparency that most find disconcerting. However, we truly believe that this approach offers more value than any other workflow productivity improvement process currently being discussed across construction and infrastructure—more than BIM, AI, collaborative contracting, and site-based surveillance combined. This approach to obtaining feedback on designs and specifications is infinitely more productive than collecting thoughts in a spreadsheet. Join me to see what I mean, and be prepared to feel uncomfortable.

Many are saying that ‘data is the new oil’ and that AI is going to revolutionise every industry and change the way we work. But how much truth is there to these claims? What insights can AI ‘actually’ unlock from your data? What do you need to do to get ready? The talk will go over a high level but practically oriented guide on how project planning data can be used, some of the common problems with using this data, along with common workarounds to these problems. Finally the importance of enriching planning data will be highlighted and discuss the possibilities by combining planning data with richer information such as BIM data.

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.