This intensive one-day training course 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

We obsess over getting projects built, but too often ignore what happens next. Over the next two decades, more than £500 billion will be spent keeping public assets working — and that spend will decide whether services stand up or fall down. This keynote invites controls professionals to cover the whole life of assets, not just capital delivery. It shows how backlog, resilience, and service impact can be built into the same packs that track time and cost, while also connecting investment to place-based priorities, geographic systems, and smarter estate consolidation. By shifting from short-term fixes to long-term value, controls can unlock a market that is always funded, always needed, and essential to the National Infrastructure Strategy. Because an investment isn’t truly delivered until it works, every day, in the places people live and rely on. Programme note: A £500 billion market in asset upkeep is hiding in plain sight. This session shows how controls can move beyond handover to shape resilience, unlock investment, and secure value where it really counts.

During this session we will discuss how AI in construction will drive productivity and efficiencies for both owner and delivery partners . With the current UK gov major projects portfolio alone accounting for 725Bn investment over 10 years and the construction productivity in the UK at 0.3% growth , AI can be the inflection point that organisation are looking to drive growth , without achieving this growth the programs will become increasingly at risk due to budget concerns. Oracle’s brings AI capabilities to our Asset/Project delivery customers through both Technology and Applications , that enable them to meet the challenges above.

Discover how Power BI can elevate Project Controls by integrating schedule data from Primavera P6 to produce insightful S-Curves. This session explores practical methods for connecting Power BI to P6, outlines key stages in report development, and highlights real-world examples. Attendees will gain a clear understanding of Power BI's analytical and visualisation capabilities, and what is required to work effectively with P6 data. Whether you're aiming to improve reporting efficiency or support better decision-making, this session will demonstrate how Power BI can unlock the full potential of your project data.

Join NATS and TPG to explore how one of the UK’s most safety-critical organisations transformed project delivery and portfolio governance at scale. Under pressure to improve visibility, compliance, and investment decision-making, NATS replaced fragmented systems with an integrated solution built on Microsoft Project Online, Power Platform, and TPG’s ProjectPowerPack and PSLink®. This session shares how the transformation enabled greater standardisation, automated reporting, and more strategic alignment—empowering PMOs with real-time insights and repeatable processes. You’ll hear from NATS and TPG The Project Group about the journey, challenges, and outcomes—focusing on business value and supporting tools. Ideal for PMO leaders, portfolio managers, and transformation leads seeking to simplify complexity, enable better governance, and deliver measurable results across project environments.

Only 12% of risk professionals have a portfolio-level risk structure—leaving most organizations exposed to blind spots that traditional project-level risk processes can't catch. If you're managing risk one project at a time, you're not alone— but there's a real opportunity to improve visibility, drive consistency, and deliver more strategic value by shifting to a portfolio-level approach. This session is for risk professionals who know their process needs to evolve but aren’t sure where to start. We’ll cover practical steps to shift from reactive, spreadsheet-driven tracking to a more scalable, connected risk framework. You’ll learn: - Why project-level risk reporting falls short at scale - The essential building blocks of portfolio risk management - How top programs structure, streamline, and automate their risk workflows - Steps to make the transition without breaking what already works If you’re ready to move past silos and see the bigger picture, this is where to start.

Imagine seeing a delay to a key project milestone on your high-level management report and being able to drill down there and then to the notes and images from the construction supervisor on the site showing exactly what is causing the problem. This session, presented jointly by Laminar Projects and Shape Construction, will showcase real examples of how we connect the work front directly to the Project Controls function. And in doing so connect the management team with the site team and their realities. Learn how Shape’s intuitive, field tools enable site teams to effortlessly capture highquality, timestamped data on progress, resources, and issues - creating indisputable data trail for everything happening on site. You’ll see how Laminar Projects connects site data with schedule and cost info, making it easy to spot the cause when things go off track. This is how automated, real-time reporting in construction phase is supposed to be – driven by the real information directly from the people on the site

Construction projects are complex systems where disruptions can trigger cycles of rework, productivity loss, and cascading delays. These challenges often lead to cost overruns, schedule setbacks and disputes, issues that derail even the most carefully managed projects. This presentation explores strategies for proactively identifying risks, mitigating disruptions, and enhancing project outcomes

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 infrastruture delivery on multiple continents, Mark will explain how UniPhi's transaction transparency has allowed organisations like Arcadis, Jacobs, GHD and AECOM provide audit ready commercials to their clients while also monitoring bottom up performance metrics to assist management power forward the benefits of such alliances.

In today's rapidly evolving world, data has become a crucial asset for organisations across industries. However, managing vast amounts of data and turning it into actionable insights remains a significant challenge for projects and their project control teams. This is particularly true in the context of large infrastructure project organisations, where data can be scattered across various sources and systems. This presentation shares our journey from traditional reporting methods to implementing a data-first strategy that transformed the way we manage and analyse project data in Network Rail's Wales & Western Region. Our organisation manages over 2,700 miles of railway in Wales, Thames Valley, West of England, and the South-West Peninsula, with a £2.5 billion infrastructure renewal and enhancement program over a 5-year period. As part of the Advanced Analytics team, we led on modernising the reporting & analytics approach, developing systems, dashboards, and visualisations to enable project teams to access their project data centrally, review trends, and gain valuable insights into performance. In this presentation, we will share real-world case studies addressing specific problem statements and reveal how simple but effective technological solutions have transformed our organisation, including: 1. **Periodic Business Review Pack** A set of consistent self-service reports for the region, saving over 12,000 annual hours through streamlined access to project data. These reports eliminate the need for manual Excel generation and provide a standardised approach to performance reporting across projects and regions. 2. **Commentary Collector App** Communication and sharing of progress updates between teams was often cumbersome due to manual liaison and version control issues. We addressed this by implementing an commentary collection method, which eliminated these issues and saved over 4,800 hours annually. 3. **Change Control Database** Managing change papers manually was a time-consuming process for our project teams. We addressed this challenge by creating a consolidated database for all change papers, which significantly reduced manual effort and saved over 9,700 hours annually. This centralised solution improved the tracking and management of change requests across projects and ensures greater transparency and efficiency. 4. **Phase Readiness App** Ensuring that projects are ready for the next phase is crucial in maintaining project momentum. This app enables teams to review project readiness efficiently and effectively, allowing them to address potential issues proactively and save time. 5. **Data Mesh** To support this transformation, we adopted a back-end data mesh approach. This approach ensures that data is consistent and accessible across the organisation while allowing for flexibility and scalability. By democratising data access and enabling self-service analytics, teams can now focus on addressing project issues rather than dealing with errors or inconsistencies. Join us as we discuss these case studies in detail, sharing practical knowledge that can be directly applied to your own projects. Through this educational experience, you'll gain valuable insights into the benefits of a data-first strategy and leave with actionable takeaways that you can implement in your organisation.

Navigating today’s fast-moving and complex environments means organisations are constantly challenged to find, grow, and deploy the right skills at the right time. In this session, we’ll share Babcock’s journey, starting with a simple question: How well do we understand our people’s capabilities? Drawing on real experience, we’ll explore how Babcock uses Actionable Intelligence to make sense of workforce data and turn it into meaningful development opportunities. But this isn’t just about systems and metrics, it’s about people. We’ll talk openly about the human side of skills development; the barriers, the awkward conversations, and the moments of growth. If you’ve ever wondered how to make performance appraisals more useful, how to turn feedback into action, or why development conversations can feel so difficult, then this session is for you.

Business Intelligence (BI) for Cost Engineering The presentation aims to show a case study of a BI process for cost engineering. The process is divided into several steps: Standardization, Categorization, Normalization, Configuration, BI Creation, and Dashboards/Reports. Standardization means that the database should be formatted or should always have the required info (columns) in the same format. The reason is that BI should be able to read data from different projects, and this is only possible if the database has the same format. Categorization (e.g., cost and schedule) aims to reflect your process (e.g. Project Control for a period). It means that the database could be composed of different sources, such as schedule (e.g., P6) and costs (e.g., SAP). Normalization aims to clean, convert, remove outliers, etc. Partial of this step could be done in BI or out of the tool. Configuration is the first step in the BI tool. In this case, it is Power BI because the case study is based on my experience, but it could be a different BI tool (e.g., Tableau). Configuration means preparing and transforming the database, such as removing columns or rows, creating new columns, deleting empty rows, etc. BI creation is the phase of creating the dashboard, and it is crucial to know the process and data that you are using. You should know what and how you show the data. This will allow you to decide what types of charts to use and what levels of information the drill-down should occur at. The outputs are the dashboards and reports. The Dashboards can be published and shared with your organization. There are several benefits to recommending Bis, such as time optimization, allowing the user to have a dynamic view to navigate through the data and get their conclusions, and questions. Finally, some applications and challenges will be exemplified and discussed. LinkedIn post shows the topic that will be presented: https://www.linkedin.com/posts/helber-cunha-macedo_bi-powerbi-costengineering-activity-7319292229271891968-uF6V?utm_source=share&utm_medium=member_desktop&rcm=ACoAAAvzG4ABEfQJ90MThnTj9nMONcG7UCEGp5g

This Presentation focusses on how Projects Controls professionals meet ethics in their everyday work. Whether working on UK or global projects, I will explain how and where PC professionals can play their part in improving project health. At the beginning, we will explore perceptions of ethics: I will ask the audience questions about situations that may have caused angst to lay the groundwork in an interactive way. They can then relax and listen whilst I will trace the history of ethics to the present day, and then explore the intersection between contract, law and ethics. We will then explore typical projects that Proj Con professionals work on. I will use Case Studies from my 25 years’ qualified practice to illustrate 21C dilemmas and challenges which are often experienced by Project Controls professionals, show how you solve these real-time real-life problems, and give you tips and tricks to take away so that you can play your part with confidence and competence. I will draw on established international research to explore and demonstrate the practicalities for those in project controls roles and responsibilities of adopting an ‘everyday ethics’ mindset: in doing business; acquiring and using key skills; being collaborative; and recognising an organisation’s ethical compass. I will then look-ahead to the ‘new workplace’: the emerging use of AI, its interface with ethics, and the areas where project controls professionals, and the wider industry as a whole, can have positive influence and meaningful impact. Finally, I will collate the evidence for how diversity makes a workplace more ethical, healthy and happy, and ultimately successful! I will give hope and instil renewed vigour on the approach to a new year.

Prospective Time Impact Analysis (TIA) is a crucial tool in construction project delay management, enabling stakeholders to assess the potential impact of delay events before they occur. Despite its proactive nature, implementing TIA presents several challenges, including limited data availability, subjectivity in forecasted progress, and stakeholder resistance. The Association for the Advancement of Cost Engineering (AACE) International’s Recommended Practices, particularly RP 29R-03, provide essential guidance for improving the accuracy and credibility of prospective TIAs. Enhancements such as using contemporaneous updates, clear documentation of assumptions, logical network revisions, and consistent baseline schedules are emphasized. The proposed presentation will explore these key challenges and outlines enhancement strategies to ensure TIAs are methodologically sound, transparent, and defensible. By aligning TIA practices with AACE guidelines, project teams can improve delay analysis reliability, reduce disputes, and foster better decision-making throughout the project lifecycle.

AI is already supporting project controls organizations with reporting, scheduling, simulations and risk management activities. But how far can it go? Will project controls organizations soon deploy AI workforces working alongside humans, or even replace human project controls professionals? Where are we on the path to the Agentic Era in Project Controls? What will it take to get there? What unique project controls challenges will require critical human judgment? This interactive session will explore technological, organizational, ethical and professional implications of the path ahead.

Join us for an insightful session where we explore how AtkinsRéalis is reshaping the future of project controls — not just through technology, but by putting people at the heart of the transformation. We will dive into how we are addressing the industry-wide skills shortage by broadening our talent horizons, moving beyond traditional recruitment channels, and embracing inclusive hiring practices. You’ll hear how digital innovation is helping us deliver smarter, faster, and more resilient outcomes — and how a diverse, empowered workforce is key to making it happen. Whether you're a leader, practitioner, or someone passionate about building high-performing teams, this session will offer real-world insights and practical takeaways to help you drive change in your own organisation.

This presentation explores how integrating Visual Planning techniques with Earned Value Management (EVM) creates a powerful framework for construction project control. While Visual Planning enhances collaboration through accessible representation of project information, and EVM provides quantitative performance metrics, their combination addresses persistent industry challenges including schedule delays and cost overruns. We'll examine how this integrated approach—Visual Earned Value Management (VEVM)—transforms project delivery through enhanced accessibility of performance data, improved contextual understanding, faster issue identification, and more effective stakeholder communication. Case studies demonstrate significant improvements in schedule adherence, reduced cost overruns, and higher stakeholder satisfaction. Attendees will learn practical implementation strategies for this integrated methodology that balances analytical rigor with visual communication to drive superior construction project outcomes.

Why do so many projects run over budget and slip out of control? One hidden factor is strategic misrepresentation, that's people applying pressure (political and power) to make the business case and key decisions work for them. Combined with bias's like optimism, it creates undeliverable commitments, adding stress and damaging reputations. In this session, Chartered Project Professional and Confluity founder Greg Krawczyk shares insights from behavioural science, project research, and two years of work with the APM Governance Interest Network. You'll learn to spot red flags of bias and misrepresentation, see why data alone isn't enough, and take away five practical steps to reduce the risk. From challenging optimism at decision gates to fostering psychological safety, this session will equip you to protect your project and elevate the role of project controls.

"SBM Offshore has digitally transformed its project control function to establish a single source of truth for project and financial data, enhancing forecasting accuracy, aligning cash planning with performance goals in line with evolving business needs. In this session, we will explore SBM Offshore’s initial setup, the key motivations behind the transformation and the power of an internal admin champion and collaboration in securing project success. We’ll also discuss the phased approach adopted to ensure strong user adoption and measurable outcomes, the critical success factors driving the transformation and the added value of Hexagon’s EcoSys in shifting focus from technical challenges to business value. "

AWE's mission is to design and manufacture warheads and provide nuclear services to meet the needs of defence. The enterprise PMO ensures that AWE delivery is aligned to our strategic objectives and requirements, defined and balanced within constraints. It drives performance by providing high quality management information and insight to support strategic decision making. AWE's Infrastructure Projects Delivery (IPD), comprising Future Infrastructure Portfolio (FIP) and Future Materials Campus (FMC), is responsible for delivery of the infrastructure across a complex estate comprising science, engineering and manufacturing facilities as well as office locations. Over the coming years, FIP will protect the infrastructure that delivers our existing capabilities and deliver the infrastructure required to provide our future capabilities. To ensure FIP delivery remains aligned and coordinated enabling the management of our priorities, resources and dependencies, within the overarching AWE strategic objectives and organisational constraints, the Future Infrastructure team has established a Future Infrastructure PMO integrating with the enterprise PMO via the PMO ecosystem.

In the pursuit of smarter, more reliable project delivery, compliance with industry standards is essential. Deltek Acumen has long supported this goal—offering intuitive, automated tools for schedule quality assessments, forensic analysis, and risk modeling that simplify complexity and promote consistency. Now, Acumen is entering a transformative new phase. Its latest release introduces AI-powered capabilities that elevate automation to intelligence—delivering smarter inputs, faster outputs, and more informed decision-making. This marks the beginning of a new era, where automation evolves into true intelligence, empowering users to manage projects with greater precision, confidence, and control.

A presentation on the strategy developed to improve how HS2 Ltd receive, align and systemise data from the supply chain to establish a integrated data intelligence capability. Through a cross functional approach with Commercial, Finance, Design, and Engineering functions, we will present how our analytical capability has been used to establish an intelligence hub of data analysis, assurance, and control that has transformed how HS2 can identify and assess variances, benchmark data across a multitude of facets, and undertake predictive analysis of outturn costs. Our three stage approach, which has been undertaken over the last 12 months, has realised the benefits of structured data that expands beyond the standard project controls requirements, to truly capture real time analysis that supports interventions and best for programme decision making, which provide true value for money assurance. The presentation will focus on the difficulties encountered by the project in the interrogation of performance across the project controls disciplines and assurance of cost, and the journey taken to obtain and align the extensive array of data that has been produced over the last 5 years since Notice to Proceed (NTP) that has enabled the project controls teams to take a huge leap forwards in their analysis and assurance capability. In addition, we will discuss how project level data has been used to generate programme level analysis that supports a broader approach to assurance, including determination of appropriate and reasonable expenditure through the delivery phase of our contracts.

I love presenting to other project professionals and would love the opportunity to do so at PC Expo. My dissertation topic for my MSc Strategic Management of Projects was based on my hypothesis that lessons learned, while ubiquitous, is never very effective in megaprojects and that people rarely act differently based on the learnings of others from previous projects. I have been asked back to UCL to present my findings to other masters candidates as it engages classrooms and drives conversation. I present on research I conducted on the variable definition of megaprojects, before discussing the concept of knowledge management and its nuances (including effective knowledge transfer through storytelling). Then, my research turns to the availability of knowledge and the varied availability of lessons, before exploring the mind of senior leaders and their likelihood (or not) of actually wanting to seek advice in the first place. I finish with a thought on heuristics and the value of instinct which poses a counter argument to Lessons Learned. Next the discussion turns to my findings gathered from interviews with senior leaders in megaprojects in the UK Finally I explore recommendations and thoughts on how to change for the better.

Mega projects - whether in infrastructure, energy, technology, or urban development - represent vast financial commitments and complex stakeholder landscapes. This panel will explore how robust governance frameworks can be applied to ensure transparency, accountability, and strategic alignment throughout the project life cycle. Panelists will share insights on navigating regulatory, financial, and operational challenges while protecting investments and delivering value.

The evolution of infrastructure from traditional road and rail to climate-resilient and low-carbon assets requires corresponding advancements in early-stage cost forecasting methods. The HM Treasury Green Book 2022 business case preparation process requires organisations to strike a perfect balance between speed, accuracy, and governance standards. The preconstruction phase continues to utilise Analogous Estimation as its primary method for predicting future project costs by comparing past projects. The technique remains effective in current complex conditions. Why This Matters The initial cost estimates in government and publicly funded schemes determine political commitments, public trust, and long-term value for money. But too often, cost forecasts are: 1) The cost forecasts rely on outdated benchmarks which have not been adjusted. 2) Lacking transparency on source data, 3)Unsuitable for non-standard, innovative projects. The research initiative aims to evaluate the application of analogous estimating methods for Standard and Non-Standard civil works through the Green Book framework. The Challenges We’re Addressing #Data Quality: What counts as a valid benchmark? What checks should be in place? #Normalisation: How should we adjust data across base dates, locations, and currencies? #ScopeMatching: How do we treat complexity, regulation, and delivery model differences? #Assurance: How do we present analogous estimates confidently under Five Case scrutiny? #ProfessionalJudgement: Where’s the line between informed adjustment and optimistic guesswork?

Navigating the New Era of UK Water Infrastructure: Strategies for Large-Scale Projects The UK water sector has entered an unprecedented phase of capital investment, marked by projects of significant scale and complexity. This shift represents a departure from traditional, incremental upgrades to ambitious programmes of Nationally Significant Infrastructure Projects. This presentation will explore the strategic approach to setting up a major infrastructure programme from initial concept through to the development phase. We will examine how the sector is adapting to this new paradigm, which requires different and innovative thinking, all in the context of changing regulatory frameworks, new consenting strategies and novel delivery models. Drawing inspiration from best practice industry publications, we will focus on the critical front-end setup of the Reservoirs Programme. Key topics will include: 1. Programme Architecture: Designing adaptable programs that can accommodate both certainty and change over a 10-15 year horizon. 2. Governance and Regulation: Examining emerging models for hybrid regulation and phased funding approval, considering the roles of Ofwat, DEFRA, and the Environment Agency. 3. Development Consent Order (DCO) Strategy: Integrating consent strategy into program design to mitigate risks and avoid late-stage complications. 4. Delivery Models: Exploring alliance models, integrator-led approaches, and program partnerships as alternatives to traditional procurement methods. 5. Cross-Sector Insights: Reflecting on lessons from transport, energy, and global megaprojects to avoid common pitfalls such as optimism bias and scope creep. This session aims to provide valuable insights for professionals involved in or interested in the future of UK water infrastructure, offering a balanced view of the challenges and opportunities in this evolving landscape.

Change is the only constant—and yet somehow, we still manage to be surprised by it. In this energising and unapologetically honest session, Carolyn Browning and Simon Taylor pull no punches as they explore the elephant in the project controls room: cultural dysfunction. We’ll unravel why confusion, fear, and disconnection continue to sabotage delivery, and how modern project controls can empower people, processes, and priorities to align (without needing another RACI). Expect real talk, real strategies, and a few laughs along the way as we share insights from our dual-badged APM and CaSA publication Project Controls in the 21st Century—crafted with input from over 40 experts across industry. If you want to transform your data into decisions, build cultures that thrive in complexity, and actually enjoy talking about change... this session is for you. No buzzwords. No nonsense. Just project controls done properly.

This presentation contends that while AI delivers noticeable process efficiencies, it currently lacks the nuance, transparency, and verifiability essential for complex scenarios and demanding modelling assignments in major programmes. The session will highlight the superior capabilities of established tools (such as Safran Risk) and methodologies, demonstrating their effectiveness in intricate, high-stakes risk analysis. The aim is not to disparage AI, but to showcase a grounded, battle-tested perspective on where conventional approaches continue to excel.

Disruption and delay are common sources of conflict in construction projects, often leading to disputes and strained relationships. This panel will explore the causes, consequences, and strategies for managing these risks, drawing on real-world experience to highlight how effective analysis and early intervention can support fair and timely resolution.

HS2—Europe’s largest infrastructure programme—is undergoing a dramatic reset. Faced with the scale, complexity, and visibility of a megaproject in transformation, HS2 is turning to AI-led assurance and forecasting to fundamentally change how risk is understood, communicated, and controlled. In this session, HS2 and nPlan reveal how artificial intelligence is powering a bold shift in how the organisation manages performance, enabling it to rebaseline with confidence, engage delivery partners in a more transparent risk dialogue, and replace traditional, reactive assurance cycles with proactive, data-driven foresight. Key takeaways include: -How HS2 is embedding AI into monthly assurance processes - The role of AI in driving more effective rebaselining and change decisions - What it takes to align Joint Ventures around a single version of the truth - Lessons in culture change, digital enablement, and control at scale This is not a tech demo—it’s a real-world transformation of project controls, where AI is no longer a side experiment, but a trusted part of how HS2 plans, assures, and delivers the programme every month.

The standardization of schedule activities remains a critical challenge in project controls, requiring global consensus and sustained effort from institutions to enforce uniform practices. Yet, in reality, schedules vary widely in structure, terminology, and granularity—leading to inefficiencies, misclassification, and inconsistent reporting. This case study presents NLP (BERT and RoBERTa) as the transformative solution, enabling machines to "understand" and classify schedule activities even in the absence of strict standardization. By training these models on diverse project datasets, we demonstrate how AI can rationalize unstructured or non-standard activity descriptions (e.g., "Install HVAC" vs. "Mechanical Works – HVAC Installation") and auto-map activities to WBS or building components without predefined rules. This supports solving several issues in project controls, including soft logic assessment, 4D scheduling, and reports development. While institutional efforts for standardization must continue, NLP offers a significant bridge—turning today’s messy schedules into actionable, AI-classified data. This session will showcase the methodology, challenges, and roadmap for scaling this approach across the project controls ecosystem.

Community Services at Aramco oversees a vast and complex capital portfolio, comprising a wide range of programs and public projects that have a direct impact in communities across Saudi Arabia, including iconic initiatives like the Aramco Stadium and OLFA Animal Welfare project. Portfolio monitoring between various projects and programs present project performance challenges such as limited visibility, inaccurate forecasting, and delayed decision-making. To address these issues, iCapital Intelligence Hub, was developed as a game-changing platform to transform capital portfolio management, driving efficiency, integration, and innovation. iCapital Intelligence Hub platform utilizes a customized Capital Performance Model, which tracks the entire life cycle of a Work Breakdown Structure (WBS) through tailored Key Performance Indicators (KPIs) and presents results through dynamic visualizations, charts, and graphs on a live dashboard. This automated dashboard provides stakeholders with real-time reporting and enhances decision making by leveraging advanced technologies, such as machine learning for predictive analytics, Robotic Process Automation (RPA), AI-powered chatbots and Power BI. Employing these limitless AI solutions optimizes portfolio performance while enhancing user interface and experience. For example, a built-in machine learning model enables accurate project forecasting and predicts the performance of active WBSs while a chatbot harnesses the power of advanced AI providing the user with responses to FAQs, offering guidance on manuals, and delivering personalized recommendations. Furthermore, an automated alert escalation system streamlines communication, enabling faster response times to emerging risks and improving stakeholder engagement. This has optimized resource allocation, strengthened overall project governance, and enhanced collaboration across multiple departments. Finally, iCapital provides a competitive edge by improving decision-making in capital portfolio management as demonstrated by the following: Integration: Seamlessly integrating multiple projects into a centralized data-driven ecosystem, eliminating data silos and providing a single source of truth for all stakeholders Efficiency: Reducing manual efforts by 10,100 man-hours annually and minimizing delays Innovation: Enhancing overall project performance by 50% and reducing at-risk capital projects by 75% Real-time Insights: Providing data-driven insights and enabling faster response times to emerging risks and improving stakeholder engagement The implementation of iCapital has been a resounding success, with initial indicators demonstrating the platform's ability to reduce overdue projects, which was a significant challenge prior to its implementation. Through the platform's predictive analytics and automated alert systems, potential project challenges were identified and addressed proactively. This was accomplished through a diligent team effort to configure and fine-tune iCapital settings to optimize performance. The results and benefits for the end-user have been significant, with improved efficiency and reporting, enhanced predictive capabilities, and better forecasting and resource optimization for higher- quality outcomes, cost savings, and increased stakeholder satisfaction. The platform's automated reporting capabilities have improved efficiency, making reporting faster, more accurate, and insightful, thereby enabling data-driven decision-making and reducing administrative burdens. A testament to the success of iCapital Intelligence Hub can be seen through corporate investment in adoption strategies and international awards. iCaptial earned ISO 42001:2023 Certification for AI-Management System (AIMS) and was selected as the winner of the 2025 Limitless Business Intelligence Dashboard Award presented at IBIS Conference in

Many challenges in construction project management and project controls can be attributed to our inability to ingest massive documentation generated by various teams involved, and use of non-standard systems and tools. For instance, updating schedules monthly does not allow Project Managers (PMs) to manage issues and blockers actively and timely, resulting in recognition of delays after they have impacted a project. The current state of Artificial Intelligence (AI) technologies can be used to ingest complex construction documentation to make project management simpler and connected. Large Language Models (LLM) have the capability to ingest and extract relevant information from domain-specific documents, and then respond in natural language. However, LLMs have limitations like limited memory/context, which makes their use for real-world applications challenging. There is a need for experts in the project controls industry and AI to work together so that we can target specific problems that LLMs can handle efficiently, bypassing their limitations while being practically useful for the field. We will present and describe how combining the expertise of the speakers led to the development of a solution for construction project management and constrols that can easily fit into existing workflows in the industry while improving the efficiency of project delivery and decision-making. A recent report by McKinsey Global Institute highlighted that nine out of ten infrastructure megaprojects face cost overruns in excess of 70% of the original budget. Many of these cost overruns can be attributed to delayed handling of issues and blockers, lack of advanced planning to handle risks, and lack of experts and knowledge to execute stricter contracts. We will show a demo of how AI can help automate the key problem of integrating time, cost and scope in construction project management to enable teams to understand the impact of issues and blockers timely and take necessary steps before this impact becomes a reality. The solution will ingest various sources of documentation in construction projects produced by different teams, build connections between them, process them to automate specific tasks and allow users to refer to task-specific documents when needed. The solution will highlight the possibilities and limitations of current AI technologies, including LLMs, thereby inspiring the next generation of innovators to use these technologies effectively for addressing challenges in their construction projects. Our approach to tackling this issue demonstrates how AI can improve the efficiency of construction projects. This demonstration is founded on the combined three decades of experience of the speakers in construction project management, controls, and AI-driven problem-solving for real-world challenges. Our talk will be a combination of a presentation with a demo of how AI can automate a specific problem that affects all construction projects. We will cover facts and figures that justify our approach and identify areas for improvement.

The management of construction subcontracts differs significantly between the United Kingdom and the rest of the world, influencing cost predictability, risk allocation, and overall project control. Internationally, unit price contracts establish a structured approach where the Main Contractor assumes responsibility for engineering and quantity definition, while subcontractors commit to pre-agreed unit rates. This model enhances cost certainty for the Client, as construction expenses are largely predefined. Conversely, in the UK, NEC4 adopts a cost reimbursable framework that prioritizes flexibility but shifts financial uncertainty onto the Client. Construction Subcontractors are compensated based on predefined hourly rates rather than unit prices, shielding them from productivity risks. While this approach fosters collaboration and adaptability, it also increases the likelihood of cost overruns, making budget control more challenging. To address this, NEC4 incorporates a target price using a Pain/Gain Sharing Mechanisms: productivity gains generate shared savings (bonus), whereas overruns trigger a malus, distributed according to predetermined risk-sharing percentages. The accuracy of construction cost estimates is intrinsically linked to the maturity of engineering, as classified by AACEI standards. Estimates evolve from Class 5 (Order of Magnitude Estimate) , based on minimal engineering input (Conceptual) , to the Class 1 , requiring a highly detailed design. The progressive refinement of the Material Take-Off (MTO) throughout project phases (pre-FEED, FEED, and definitive engineering) plays a crucial role in reducing uncertainty and guiding contract selection. Through a comparative analysis of these contracting models, this presentation will explore their financial and operational implications, offering insights into optimizing subcontracting strategies based on project maturity and the client’s risk tolerance.

MIGSO-PCUBED is working with UCL researching the critical issues that affect modern projects. Key amongst these issues is the quality of B2B relationships. Research shows that senior leaders agree that B2B relationships are critically important for complex projects, but very few projects effectively manage this risk. Research carried out by MP in 2007 remains the definitive statement on how to develop effective B2B relationships. The insights from this research were new at the time and are still not well understood by business and project leaders. And these are: -Relationships are two-way. Relationships can’t be “managed” by one party unilaterally and they need to be jointly developed. -Relationships cannot be 3-way, 4-way, etc. For example, in a JV of three partners there are three two-way relationships, not one three-way relationship. -All relationships are different. You cannot use an approach that was successful between company A and company B for a relationship between A and company C. -There are only two types of B2B relationship: strategic and transactional. They are very different and don’t exist on a spectrum. -There are seven dimensions to any relationship and they can all be managed. It is rare in the UK for more than two of the dimensions to be managed effectively. -Four of the seven dimensions are dealt with transactionally or commercially with very little consideration of relationships. -The final dimension requires the relationship to be measured. Most people interviewed by the researchers felt that relationships could not be measured. Measurement is critical to ensure the actions taken are actually improving the relationship. New research carried out by MP and UCL over the last year has identified 5 key findings which need to be addressed on all major projects to create better relational alignment and increase the chances of project success. These findings are: -There is confusion on the understanding of strategic and transactional relationships and how they should be applied in a project. -There is a disconnect between the chosen contract and the desired relationship. -Relationships can be built before or after the contract is agreed, but in the latter case significant effort is required early in the project to ensure success. -Senior execs rely on interpersonal relationships rather than inter-organisational relationships. -Programmes have a greater chance of building powerful relationships than single projects. -There is a complete lack of relationship measurements on major projects. The research also revealed four best practice projects; projects which focused heavily on building relationships and objective evidence showed that they were outperforming the majority of UK projects. The projects are: Anglian Water @one Alliance, East-West Rail phase 2, Smart Motorways Alliance and Sellafield Project Programme Partners. Further research was carried out with these programmes to identify how they had applied the seven dimensions. MP has developed clear guidance for project controllers and all project leaders to help them apply the findings of the research in their projects. This is backed up by several case studies that demonstrate the benefit of adopting this approach to complex projects.

In today’s complex and fast-paced environments, establishing robust project controls is no longer optional. It is fundamental to project success. However, many organisations struggle with assessing their current capabilities and defining a structured path for continuous improvement. This is where maturity models such as P3M3 (Portfolio, Programme, and Project Management Maturity Model) provide invaluable insight. In this masterclass, I will explore how maturity models serve as a strategic tool to baseline, benchmark, and systematically improve project controls practices across the enterprise. I will focus on P3M3 as a widely recognised and extensively applied framework that evaluates maturity across multiple dimensions, including governance, risk management, cost control, scheduling, and resource management, and helps organisations identify both strengths and improvement opportunities. I will begin by demystifying maturity models, outlining the key components and benefits of frameworks such as P3M3, CMMI for Services, and OPM3, with a focus on their relevance to project controls. Attendees will gain a clear understanding of how maturity assessments work, including common methodologies for data collection, stakeholder engagement, and evidence-based scoring. Drawing from real-world case studies, I will demonstrate practical approaches to planning and executing a maturity assessment. Critical success factors, such as leadership buy-in, stakeholder communication, and aligning assessments with organisational goals, will be discussed in depth. Participants will learn how to interpret maturity model results to develop actionable roadmaps that prioritise improvements in a structured, scalable way. An essential part of this session will focus on how maturity models support organisations in building the strong foundations necessary for advanced capabilities, such as automation and artificial intelligence (AI). While many organisations aspire to leverage these technologies, reaching a state of readiness requires robust governance, high-quality data, and consistent delivery practices. These areas are directly addressed through a structured maturity improvement approach. I will also cover key pitfalls to avoid, such as conducting assessments as isolated activities without follow-up actions, and discuss techniques for embedding maturity model insights into strategic planning, training programmes, and governance frameworks to ensure sustainable improvement over time. By the end of the session, participants will have a practical toolkit for initiating project controls maturity improvements. Whether attendees are from organisations beginning their journey towards structured project controls or from mature organisations seeking to refine and optimise their processes, they will leave with actionable knowledge to drive tangible benefits, improve project delivery outcomes, and enhance overall organisational performance. This masterclass is ideal for executives, project controls professionals, PMO leaders, project and programme managers, and organisational change practitioners who are committed to building stronger, more resilient project delivery capabilities.

Risk Managment is often dismissed as bureaucratic and box-ticking. In this talk, Danielle reframes it as a driver of action, influence and impact. Drawing on experience from multibillion-pound programmes, she will show how dynamic risk management can reshape project delivery and unlock multimillion-dollar savings, demonstrating how risk in motion creates tangible results. She explores the role of the risk leader as a trusted advisor - building credibility, influencing executives, and embedding lessons learned into decisions. With a focus on people, not just process, Danielle highlights how curiosity, psychological safety, and deep engagement across projects foster diversity of thought, surface hidden blind spots and empower teams to act. Delegates will leave with practical insights on transforming risk from compliance to catalyst - enabling better outcomes, stronger decisions, and lasting improvement.