In the realm of government and public sector projects, effective project controls are indispensable for ensuring that large-scale initiatives align with national policies, deliver value to the public, and adhere to regulatory compliance. The presentation will provide key insights into how project controls are applied in the government sector, with a focus on their role in enhancing accountability, transparency, and strategic alignment with long-term national goals. Project controls, encompassing cost management, risk assessment, and schedule monitoring, play a critical role in the successful execution of government projects. Given the often-complex regulatory environment, public sector projects must balance stakeholder interests, meet budgetary constraints, and deliver within the set timeline. The presentation will explore how effective project controls lead to the timely and within-budget delivery of these capital projects while ensuring compliance with public policies. In the context of the public sector, the presentation will address government frameworks and policies that directly influence project delivery. Examples may include national budgetary guidelines, procurement regulations, and sustainability mandates, all of which ensure that public sector projects are developed responsibly and in line with the national vision. Highlighting key frameworks such as the UAE’s Vision 2030 and public-private partnership (PPP) policies, the discussion will outline how they shape project planning and control efforts.

This presentation explores the shift in focus between planning and execution phases in construction project management and the issues traditional scheduling methods face in balancing detail and practicality. The proposed solution, Takt Planning and Control, divides construction into smaller cycles to create a standardized, repetitive process, improving predictability and reducing delays. A three-level method (macro, norm, and micro levels) enhances project efficiency by aligning work tasks, ensuring continuous improvement, and enabling real-time control. The case study of a German contractor illustrates the practical application of Takt Planning in complex construction projects.

Trust is the cornerstone of effective leadership. In this talk, we explore how trust acts as the invisible force that binds leaders and teams, fostering collaboration, resilience, and innovation. The talk begins by establishing that trust is more than a leadership trait—it's the foundation upon which all successful teams are built. Without trust, even the most diverse and talented teams will struggle to achieve their goals. The presentation emphasizes how leaders can build and nurture trust through integrity, transparency, and vulnerability. It highlights how trust empowers teams to take risks, share ideas, and innovate without fear of failure. It also touches on the delicate balance between trust and accountability, showing that trust is earned and must be consistently maintained. The talk delves into the risks of both overtrust and undertrust, showcasing real-life examples of how leaders can find the right balance to create high-performing, adaptable teams. In high-pressure environments, trust serves as a stabilizing force, allowing leaders and their teams to navigate crises with confidence and clarity. In conclusion, the talk challenges leaders to consider their own trust-building practices and highlights the lasting impact of trust-based leadership. A trusted leader not only achieves immediate success but also leaves a legacy of resilience and empowerment that continues to inspire and guide teams long after their tenure. Through this talk, the audience will leave with a deeper understanding of why trust is the essence of leadership and how they can harness its power to create lasting, positive change in their organizations.

In today's fast-evolving landscape of technology and strategic frameworks, it's vital to re-examine the role of the Risk Manager. The debate around the potential obsolescence of risk management prompts us to ask: Have we become so fascinated with advanced tools and techniques that we've lost sight of the fundamental objectives of risk management? While academic literature and professional forums consistently highlight that effective risk management is about delivering tangible value to our stakeholders—through careful identification, assessment, and management of risks1—rather than merely deploying sophisticated methods, the high failure rates of mega projects underscore a pressing concern. Recent data shows that 50% to 70% of these large-scale projects fail to meet their budget, schedule, or performance targets2. Drawing from my recent experience with Red Sea Global, one of the world’s most ambitious tourism and real estate developments spanning 28,000 square kilometres and valued at $10 billion, I have been tasked with implementing a robust project risk management framework. This role has involved ensuring that teams deliver on time, within budget, and with exceptional quality. My research reveals that the true value of risk management often lies in aligning closely with stakeholder expectations and supporting accountable risk owners, rather than over-relying on advanced techniques and forcing our complex skillset on teams. In this presentation, I will share insights on which risk management approaches proved most effective in a dynamic and innovative environment. Discover why revisiting fundamental risk management principles might be the key to enhancing performance and effectiveness in today’s complex and fast-paced projects. Join me to explore how a back-to-basics approach can offer profound benefits even in the most advanced project environments. 1. Betty J. Smith and Chris J. L. K. Britton in their book "Managing Project Risks and Opportunities 2. Data gathered from 2020, McKinsey & Company and 2022, Project

How to effectively link projects to strategy execution, ensure strategic alignment, clear objectives, and performance measurement. Continuously evaluate projects, capture lessons learned, and focus on measurable outcomes to ensure added value. Key Principles - Strategic Alignment: Ensure that projects directly support the organization's strategic goals and objectives. - Clear Objectives: Define clear and measurable objectives for each project. - Prioritization: Prioritize projects based on their alignment with the strategy and potential impact. - Performance Measurement: Establish key performance indicators (KPIs) to track project progress and measure success which directly links to the strategy. How to Win - Strong Leadership: Effective leadership is crucial for successful project execution. - Cross-Functional Collaboration: Foster collaboration among different teams and departments. - Agile Methodology: Adopt agile methodologies to adapt to changing requirements and accelerate delivery. - Continuous Improvement: Continuously seek ways to improve project processes and outcomes. What to Avoid - Lack of Strategic Alignment: Avoid projects that do not contribute to the organization's overall strategy. - Poor Communication: Avoid misunderstandings and delays by maintaining clear and open communication. Ensuring Added Value: - Clear Business Case: Develop a strong business case for each project, highlighting the expected benefits. - Measurable Outcomes: Define specific, measurable outcomes for each project. - Continuous Evaluation: Regularly assess the project's progress and make adjustments as needed. - Learning and Improvement: Capture lessons learned and share best practices across the organization. I will bring all of this to life with examples and impacts.

In pursuit of enhanced performance, industries are increasingly experimenting with collaborative models. Despite these initiatives, the engineering and construction sector continues to underperform relative to the broader economy. This presentation will examine the potential of structured collaborative models to address this productivity gap and will showcase the benefit obtained by pioneers clients. We will explore key collaborative features and strategies for structuring agreements, with a particular emphasis on alliances in complex and giga projects. These projects benefit significantly from joint coordination, advanced digitalization, and early supply chain involvement. The presentation will underscore the key-role of technology and the advantages of a robust, consistent project control ecosystem in enhancing performance at project, programme and portfolio level. Furthermore, we will analyze how collaborative contracts can reduce disputes and mitigate project risks by fostering a more transparent environment for stakeholders. Case studies from the renewable energy and defense sectors will be presented to illustrate these principles. Join us to discover how a structured approach to collaborative integration can drive productivity gains in project delivery.

Using Quantitative Risk Assessment method is crucial for EPC Project especially in Oil and gas industry either for End-user (Project Owner) or EPC Contractor. As the End-User (Project Owner) usually has a Product delivery contracts that needs to be respected so delivering beyond the delivery dates may have some major consequences. Also, in case of Budget overrun that may result in not achieving the project economic indicators (IRR, NPV, and ROI). Same goes to the EPC Contractors submitting a bids in oil and gas projects that usually complex project can be challenging in usually they do have hefty delay penalty they want to avoid. Also running over budget may drastically affect the contractor’s financial health. Accordingly, utilizing Quantitative Risk Assessment in forecasting project budget and planned schedule. Therefore, employing QRA to forecast project budgets and schedules is vital. It enables decision-makers to anticipate potential issues and make proactive, risk-aware decisions to enhance project outcomes. In this seminar we will explore the following: 1. Collecting Data for QRA: Exploring the different data collection methods to support Quantitative Risk Assessment. 2. Probabilistic Modeling: By quantifying uncertainties and Risk Events, using a method like Monte-Carlo simulation to assess the confidence level in budget and schedules. 3. Sensitivity Analysis: Understanding which factors significantly influence project outcomes is crucial. Sensitivity analysis helps identify key drivers and prioritize risk responses. 4. Risk Response Strategies: Exploring the different Risk Response strategies and measure its expected effectiveness based on data. 5. Decision Support: Showing how QRA can support the decision maker how to select the optimum decisions. In summary, QRA provides a structured framework for managing risks, ensuring that oil and gas EPC projects navigate uncertainties successfully. By integrating quantitative analysis into project controls, organizations can optimize performance, reduce surprises, and enhance overall project resilience.

In today’s business environment, nurturing creativity is essential for driving innovation and staying ahead of the contest and Stakeholders expectations. To have a successful project that meets stakeholders’ objectives and delivered in target cost and schedule, we must have fully control elements as repeatable processes for measuring project status, forecasting likely outcomes based on those measurements and then improving project performance if those projected outcomes are unacceptable. The real challenge deception in developing a culture that values and encourages creativity despite the constant pressure of deadlines, budgets and performance metrics.  As organizations grow and mature, they incline to arrange operational efficiency and control, which can inadvertently restrain their team’s productive capability. Whether it’s creating project plans, schedules, work-breakdown structures or cost estimates, planning gives your team a baseline to work with throughout the project. In this paper we will go through case study for this fast-track project and how the project control processes start from identify the aspects of control, especially in Brownfield modifications, in addition to projects successful elements start in different phases up to close out phase. This resulted in the following environmental, reliability, and cost benefits: * 1000 tons of CO2 emissions per year eliminated * $1 million per year of operating cost savings through reduced diesel fuel usage and lower maintenance costs * Project payback period of less than 6 months * Improved reliability for the overall system * Inhouse engineering saved around $ 200,000.

Limited number of offshore vessels to execute offshore planned work is one of the major pain point post pandemics which prolonged tendering, resulting in rescheduled activities and higher project cost due to high demand & low supply. To mitigate these issues, PETRONAS has developed a digital system named Integrated Vessel Schedule (iVS) for seamless offshore vessel monitoring and marine spread oversight using structured approach in managing resources for Oil & Gas industry. iVS is enhancement of existing Vessel Schedule (VS) platform that been used for production Operation to monitor production vessel. The platform which was go live in Dec 2023 now covers all vessel activities under Malaysia Upstream from exploration up until Decommissioning. iVS is developed on 2 platforms: - Data Entry using PETRONAS UP portal (web based). This allowed PACs to provide data entry directly into the system. - Data visualization using PowerBI. Visualization consists of Vessel schedule, Mitigation (for vessel clash) Vessel Utilization overview and activity insight. In order to increase collaboration amongst PACs and Project Team, information in iVS will be utilized by Integrated Logistic Control Tower (ILCT) committee chaired by MPM and PACs focal as members to evaluate Malaysia Upstream Vessel activities, performance as well as future plan. iVS unleashes value through systematic oversight of resource planning and increased collaboration between MPM, GP, PACs and Industry Players. iVS helps industry by: 1. Avoiding competition to acquire resources in specific time window which will lead to higher resource price (supply and demand). 2. Early identification & to plan mitigation on potential resource constraint for future upstream activities (including pre-sanction projects). 3. Sharing of under-utilized resources with PACs/ Opportunity for joint-tender 4. Effective firefighting tools ie. To get replacement vessel in case running vessel in faulty 5. Ability for MPM & PAC to analyze and forecast on resource availability vs requirement in order to avoid resource constraint that led to schedule constraint & high demand-low supply situation. iVS will serve as part of integrated approach in managing resources for Oil & Gas industry to increase resource visibility and intensify collaboration amongst PETRONAS, PAC & OGSE, in parallel with adoption of new digitalization systems & automation that will enhance project delivery. Recorded value creation of RM50 mill - Advanced intervention on replacement for damaged and conflicting vessels.

The use of Artificial Intelligence (AI) is transforming the field of cost engineering by redefining traditional approaches to cost and schedule validation. This presentation explores how AI technologies, such as machine learning and natural language processing, are revolutionizing the accuracy, efficiency, and reliability of these critical project control processes. By automating data analysis, AI tools can identify patterns, predict cost overruns, and validate schedules based on historical data, real-time project performance, and risk factors. The integration of AI-driven solutions reduces human error, improves decision-making speed, and enhances project controls by providing deeper insights into potential project risks and opportunities. A case study is presented to demonstrate the effectiveness of AI in automating validation processes, predicting project outcomes, and ensuring that cost estimates and schedules align with industry benchmarks and project-specific requirements. This presentation concludes with a discussion of the benefits and challenges of AI adoption in cost engineering and provides recommendations for future integration of these technologies to optimize project delivery and performance.

Construction projects often struggle with scattered information and limited communication between teams. This presentation will show a theoretical way to tackle these issues, leveraging the power of blockchain technology. The presentation proposes a complete "Rules of Progress" (ROP) system that goes beyond just tracking completed tasks. This system will cover engineering and procurement too, creating a one-stop shop for monitoring progress throughout the entire project. By storing these ROPs on a secure and unchangeable digital record (blockchain), everyone involved gets real-time updates on every project aspect. This improved transparency fosters teamwork, simplifies decision-making, and allows for proactive risk management. Additionally, the secure and immutable nature of blockchain ensures data remains accurate, building trust and accountability among all project participants. This presentation will explore the practical uses of this innovative system, demonstrating how it empowers construction companies, engineering teams, and procurement specialists to work together smoothly, ultimately leading to better project control, cost savings, and successful project completion.

An Issue can be defined as problems, gaps, inconsistencies, or conflicts. Issues need to be recorded as they occur, and an Issues management procedure/process provides a robust way identifying and documenting issues and problems that occur during a project. The process also makes it easier to evaluate these issues, assess their impact, and decide on a plan for resolution and assigns responsibilities for actions. reporting and communicating what’s happening on the project, it ensures that issues are raised and investigated with resolution options that effectively and quickly resolves them. We need a defined process ensure that issues are not ignored until it is too late to deal with them. successfully An issues log captures detail of issues and gives status and who is responsible for resolving it while providing: • Safe and dependable method for the team to raise issues. • Tracking and responsibility assignments to specific people for each issue. • Easier Analysis and prioritizing • Record of issue resolution for future reference and lessons learned. • Monitor and control overall project delivery, health, and status. Identifying and segmenting key stakeholders is also key for issues management . Identifying the relevant stakeholders that project team will have to deal with according to the Employer’s Program Stakeholder Management & Plan ii. Setting up engagement strategies that will be regularly assessed and reviewed together with the Employer’s representative iii. Proposing relevant Communication frameworks with the different stakeholders previously identified according to their nature and level of involvement in the Project iv. Defining the roles and responsibilities of the key-persons towards the Employer.

Risk management is integral to project control, fostering a proactive culture that enhances project success. By systematically identifying, assessing, and responding to risks, organizations can navigate uncertainties and achieve their project goals more effectively. This approach not only safeguards project investments but also contributes to sustainable business practices and continuous improvement in project delivery.

In reflecting on everything explored, it becomes clear that the PMO is not just a supportive entity but a transformative force within an organization. By effectively centralizing and standardizing project management practices, the PMO enhances coordination, boosts efficiency, and ensures alignment of all projects with the organization’s strategic goals. Its role in fostering innovation, providing governance, and serving as a repository of knowledge makes it an essential driver of organizational success. Through tools, methodologies, and dedicated resources, the PMO empowers teams to overcome challenges and achieve project objectives consistently. As organizations continue to evolve, the PMO will undoubtedly remain a cornerstone, bridging tactical execution with strategic vision, and enabling a cohesive, adaptable, and forward-thinking approach to achieving excellence in project management.

Developing a world-class project risk management (PRM) framework poses several challenges due to the complexity and variability of projects across industries, geographies, and organizational structures. A robust PRM framework must not only identify and mitigate risks but also adapt to evolving environments while ensuring strategic alignment with organizational goals. This abstract outlines the key challenges that organizations face in creating an effective PRM framework.

Complex infrastructure projects are highly susceptible to events that induce disputes and conflicts between the involved parties. Such events may result in delays for the project completion where an extension of time claim (EOT) becomes a tool to manage delay consequences. The cause and effect relationship of such events has been always a controversial issue between the opposed parties. Several delay analysis methodologies were established to identify and quantify the impact of these events. Although they are based on the field’s expertise and other recommended practices, their results are usually considered subjective and inaccurate. The results of delay analysis are normally intended for legal proceedings, where the accuracy, the credibility and the subjectivity of the method will be examined by a tribunal committee. In this study, the main forensic delay analysis methodologies are thoroughly investigated, where the characteristics and the limitations of each methodology are indicated from the literature review. The feasibility and the practicality of the methodologies; as-built vs. as-planned, impacted-as-planned, collapsed-as-built, snapshot analysis and time impact analysis are assessed by applying them on a case study. Through the evaluation and analysis of the results, several indicators are examined which further clarifies the selection criteria of the delay analysis methodologies. The contractual conditions play a critical role in the selection of the methodology, this issue is further investigated in this study; where several FIDIC approved adjudicators in Germany, France and Jordan are interviewed and their feedbacks are used to illuminate the influence of the contractual interpretation on the selection of the methodology and explain the success factors of EOT claims.

In the rapidly evolving construction industry, integrating digital technologies into project controls is essential for achieving efficiency, sustainability, and superior performance. This session, "Digital Augmentation in Project Controls: Turning Vision into Reality with Reality Capture," delves into practical strategies for implementing digital transformation, with a specific focus on reality capture technologies. Participants will explore how Gleeds has successfully integrated reality capture into various stages of construction consultancy, moving beyond the hype to realise meaningful and sustainable enhancements in project practices. Key Topics Covered 1. Developing a Digital Augmentation Strategy with Reality Capture and AI 2. The Role of Cultural Change and Upskilling 3. Seamless Integration of Reality Capture Across Project Stages – Case Study: A fast paced fit out project, where Visualise (Gleeds Reality Capture Solution powered by OpenSpace AI) was integrated into the service delivery methodology to augment the following crucial activities: a. Design Stage: Design Coordination b. Tender Stage: Tender Documentation c. Contract Stage: Collation of Contract Documents d. Construction Stage: i. Progress Reporting ii. Interim Valuations iii. Scope/Quality Inspections (Including BIM Overlay Features) iv. Change Management v. Quantification of Changes/Claims vi. Defects Management Nurturing Talent and Building Resilient Teams a. Strategies to attract and retain talent proficient in reality capture technologies. b. Building teams capable of leading innovation and driving industry transformation. Why This Session Matters As construction projects become more complex, the need for precise and efficient project controls intensifies. Reality capture technologies providing 360 image capture, advanced image analysis, and secure interoperability—offer powerful tools to enhance every stage of a project. This session provides practical lessons on integrating these technologies to: • Improve collaboration and design coordination. • Enhance the accuracy of tender documents and contract records. • Streamline construction processes through accurate progress reporting and quality inspections. •Minimise risks associated with change management and disputes. • Deliver higher quality outcomes with effective defects management. Unique Value Proposition This talk stands out by offering: • Practical Applications: Demonstrating how reality capture technologies have been applied in real projects. • Actionable Strategies: Providing a step-by-step roadmap for integrating reality capture into project controls. • Comparative Insights: Highlighting differences from traditional methods and showcasing the added value

This paper presents an end-to-end workflow for digitalizing assets as part of existing tank inspection services, aimed at enhancing efficiency, accuracy, and data accessibility. The proposed workflow integrates cutting-edge technologies such as drones, LiDAR, and 3D modeling software, combined with advanced data management platforms, to digitize physical tank assets. The process covers data acquisition, processing, and the creation of detailed 3D models that support inspection, maintenance, and asset management. By incorporating real-time monitoring, automated reporting, and predictive maintenance tools, the workflow improves the overall inspection process, minimizes downtime, and ensures regulatory compliance. The solution enables asset owners to make informed decisions based on accurate, up-to-date digital representations of their tanks, driving operational excellence and extending asset lifecycles

In an era of rapid technological advancements, the construction industry is embracing innovations that revolutionize project control and management. One such breakthrough is the integration of Digital Twins—virtual replicas of physical assets that enable real-time data monitoring and simulation. This presentation will delve into how Digital Twins can transform traditional construction project controls by offering a dynamic, data-driven approach to project management. We'll explore the following key areas: Understanding Digital Twins: A comprehensive overview of Digital Twin technology, its origins, and its application in construction. Real-time Data Monitoring: How the synchronization between physical sites and their digital counterparts facilitates real-time monitoring, offering instant insights into project progress, performance metrics, and potential risks. Enhanced Project Control: The role of Digital Twins in improving cost management, scheduling, and resource allocation through predictive analysis and real-time data integration. Case Studies: Examples of successful Digital Twin implementations in construction, showcasing tangible improvements in project control and efficiency. Future Implications: A look at the future of Digital Twins in smart construction, their potential integration with AI, and the broader impact on the industry. The session aims to provide project managers, engineers, and construction professionals with insights on how Digital Twins can enhance project control, reduce costs, and improve overall project outcomes by leveraging cutting-edge digital technology.