Making public money work harder Government spends billions on major programmes and projects, but often misses opportunities to deliver these cheaper and better. The National Audit Office’s work spans across government: from HS2 and Crossrail through to E-borders, Universal Credit and the new hospitals programme. While the projects and programmes we examine are all different, there are common themes for how money can be spent more efficiently and effectively, and the key controls and enablers that sit behind this. This presentation will draw out key value for money issues and our view of the enablers of better productivity and how to harness them.

AI is being discussed across the sector as the way to enhance productivity, improve safety, enhance decision etc , however are we as a sector ready for this technology? What we do know is the leaders and those willing and able to move quickly will gain significant advantages over their peers. This session will address some of the areas we see quick wins whilst addressing some of the fundamentals

A key session focused on the best practices for managing Business as Usual (BAU) activities alongside genuine project work and upgrades. Discover experts shared strategies to maintain a balance between daily operational tasks and long-term project goals.

A prosperous Middle Eastern country is building a plan to improve their public buildings and transport infrastructure, with a target to have this complete before the middle of the 21st Century. TRC was engaged by a leading consultancy to provide the technical infrastructure to plan delivery. Oracle Primavera Cloud was selected as the most appropriate solution. TRC delivered the solution with a combination of in-country and remote resources, covering a detailed proof of concept and implementation. This presentation reviews portfolio management in the Middle East, and covers the journey from original inception to transition into production, and the lessons learned and resolved in the process.

This presentation offers a comprehensive overview of common program faults identified across various projects. It underscores the critical importance of early detection and resolution of these issues to maximise project success. By highlighting frequent pitfalls and providing strategies for addressing them, the presentation aims to equip project managers and stakeholders with the knowledge needed to enhance project outcomes and ensure efficient execution.

Learn from Arcadis and TRC on how Deltek Cobra underpins cost and performance requirements of the Transpennine Route Upgrade (TRU) programme for Network Rail. TRU is a multi-billion pound, transformative, long-term railway infrastructure programme that will improve connectivity in the North of the U.K.

The digital transformation of the construction industry offers significant opportunities for companies but also presents considerable challenges. The software landscape is fragmented, and choosing the right tools from the plethora of providers can be a daunting task. In his presentation, "Building the Future: Unifying Construction with the Thinkproject Platform," Richard Moyle presents a coherent solution. He provides insights into how an innovative platform, by integrating a broad portfolio of mature solutions, can offer a variety of functions, integrations, and synergies. This approach promotes collaboration across company boundaries and allows users to select the tools they need while benefiting from platform synergies.

The presentation will focus on how the new hospital project implemented Omega 365 in order to obtain a fully digitalised project. In addition to the traditional project controls disciplin such as cost, schedule and risk, the Omega 365 software includes document management, Building Information Model (BIM), quality management, interface management and various workflows.

Crossrail is one of the most transformational infrastructure projects ever delivered in the UK. Like all major projects, the road to eventual success was not an easy one. Despite the many successes since opening, and the efforts to get the project back on track after 2018, we must acknowledge and reflect on what caused the delays, and increased costs, and why. A recent IPA & DFT report looked at the joint sponsorship model, established by DFT and TFL, with the establishment of the arms-length-body Crossrail Ltd. This panel will explore the important lessons that came out of this deep-dive.

If one considers the innovation adoption curve (Roger Bell Curve), the successful implementation of new technology heavily rests on The Early (34% of) and late (34% of) Majorities The former leading to a more visionary mix of pragmatists, and the latter being more skeptical than those wishing to 'change the future'. With the current Al focus in technology industries worldwide, it is important to practically understand in simple terms 'what does Al do for my project/s'. In this presentation we will seek to highlight the process of adopting Al in our organization, following an approach largely resembling SDLC methodology where we explore an Initiation phase, Analysis and Feasibility phase, Design and Development phase (With our Software Partners Nodes and Links), and the final Implementation and operationalization within our existing business and to our clients. This will give a practical insight into tangible Project controls change with Al.

The new Bodø Airport in Norway represents a monumental seven-year, 7,2BNOK initiative managed by the state-owned aviation agency, Avinor, with the assistance of Norwegian consultancy Baseline. This project, resulting in an airport designed to serve 2.3 million passengers annually, involves the extensive movement of 3.5 million square meters of bedrock and earth, equivalent to approximately 1,400 Olympic swimming pools, and requires meticulous coordination across numerous subcontractors and stakeholders. Given the scale and complexity, the project utilises a modern, modular, cloud-based software solution to ensure real-time visibility and maintain a single version of the truth across all project levels. Key Learnings: • Importance of Real-Time Visibility: The project underscores the critical need for real-time visibility into project costs and progress. This is essential for managing complex, multi-year projects effectively, particularly when coordinating between 500 to 700 subcontractors. Real-time data helps in making timely adjustments and avoiding costly surprises. • Advantages of a Shared-Risk Commercial Model: The shared-risk commercial model used in the Bodø Airport project

Achieving effective control during the design and engineering stage of major projects is challenging due to intangible decisions, iterative processes, unclear requirements, and diverse disciplines. Our experiences with large rail and highway projects, valued over £1.3Bn and delivered under NEC contracts by Joint Ventures or Alliances, reveal that contractual arrangements significantly impact the control of this stage. Whether design fees are fully reimbursable or fixed, incentives to control the design process are often lacking, leading to overruns and overspends. This presentation will share lessons from these projects and outline essential rules for setting up and maintaining control during the design stage, including effective requirements capture, input planning, design activity planning, review and approval forecasting, resource planning, progress reporting, and risk management. Despite their apparent simplicity, these rules are often overlooked, with major projects frequently proceeding without them.

Project Controls covers numerous areas of project delivery. Typically, career development within any of the roles that project controls covers is focused on the technical skills and working knowledge. These elements are without a doubt important parts of career development. However, technical skills are not the only skills that need to be developed, there are many "human" skills that need to be developed in parallel to not only make individuals better at their role, but to improve individual and team performance and build a healthy team culture. Project Management, as we know, focuses on the management of both processes and people. Technical skills (also known as hard skills) tend to focus on process; "human" skills (also known as soft skills) focuses on the people side of things. During this session we will explore some of the key skills required such as communication, listening, emotional intelligence amongst others. The purpose is to make those working in project controls to be more aware of how they think, act and behave to further their career and add value to their projects or teams.

This presentation discusses the importance of Enterprise Project Performance (EPP) in maximizing profit margins and ROI. The presenter, Jean-Luc Ozoux, will emphasize the need for consistent project success delivery and the obstacles of disjointed project systems, lack of visibility, inaccurate forecasting, and inability to quickly course-correct. The EPP approach involves optimizing decision-making, portfolio planning and control, resource planning and management, and data automation. By implementing EPP, organizations can combat the negative effects of disjointed systems and achieve more profitable projects.

Implementing integrated project controls effectively is paramount for making informed decisions at project, programme, and portfolio levels. This approach supports strategic business choices by ensuring consistent communication through vertical and horizontal integration, creating a golden thread that runs through the entire organization. This cohesive strategy ensures that all stakeholders are aligned, facilitating seamless information flow and decision-making processes. Attracting the right talent into project controls is crucial for business success. By identifying individuals with the skills and mindset needed for effective project control, companies can enhance their operational efficiency and project outcomes. These professionals not only contribute during their tenure in project controls but also possess the potential to evolve into business leaders. Their deep understanding of project dynamics and strategic alignment positions them to drive future growth and innovation within the organization, fostering a culture of excellence and continuous improvement.

Learn about a fresh and Innovative approach and structure we are bringing to Forensic Delay Analysis, within the Project control industry. The collaborative way of working with the client to bespoke / best fit a tailor-made solution to the dynamic and changing environment of delays in delivery. Providing clarity and influence positive change in the perceptions and implementation of resources and work scope in this specialism service offering. To increase understanding and awareness of a multiskilled, and strategic structure, incorporating succession planning and enable development to meet the increasing Project Control Industry and Business needs for this service offering.

Digital twin technology has been known as a concept for quite some time and their new applications of the technology are developed amongst numerous industries, including the construction industry. The models generated can support various aspects of any given construction project, including civil engineering works. However, the amount of research into digital twin technology within the context of civil engineering is considerably new, and perhaps requires critical unfolding to understand the potential of the role of such technology within civil engineering in construction projects. Data was attained via qualitative methods using the literature review and primary data. The literature showed that the majority of the current literature almost solely focuses on the digital twin applications within engineering works (focusing on the structural aspect of a project) without detailing ways of obtaining the necessary data to apply to the model. The primary data revealed that digital twins automate the data collection, however, the need for data distribution to the correct stakeholders was highlighted. This paper proposes a framework that details the process of incorporating digital twins in civil engineering works by first focusing on the appropriate data collection and stakeholder distribution before moving on to data collection, validation and analysis. Once the first two steps are carried out, more informed decision-making and optimisation can take place.

Cost overrun is a reality for the majority of projects. Cost overruns don’t just happen; they’re the silent project killers lurking in underestimated details and unanticipated complexities. Due to the complexity of market conditions, pressures, and the necessity to improve performance, the cost estimation art should be explored and enhanced. However, why are there so many cost overruns? Can we develop more reliable cost estimates? How can we improve cost accuracy? The presentation aims to challenge your approach to cost estimation and project budgeting. It will unlock the secrets to creating reliable cost estimates and provide insights into the top 10 root causes of project cost overruns. Each factor is explained through examples and mitigation actions are shown, promoting a robust way to improve your process. It also shows how configurators can be the key to optimizing your time and resources and streamlining your processes like never before. The power of Power BI dashboards is explored to enhance cost estimation review and validation processes. Finally, the probabilistic approach is detailed to cost contingency, equipping you with the tools to make informed decisions amidst uncertainties.

Our analysis, conducted with 3,000 colleagues deployed on PMO roles in numerous large-scale operations worldwide, indicates that project controllers dedicate at least 50% of their time to data handling. That’s half of project controls time spent on low value-adding activities such as data gathering, verification, comparison, treatment, and formatting, while this time could have been dedicated to analysis, forecast, risk mitigation, and the human interactions that are so important to keep all project stakeholders aligned. Hundreds of hours of project controllers’ time are consumed by a pervasive issue in large organisations that we have dubbed ‘the data monster’. The data monster is an aggregation of issues with data governance, siloed or outdated systems, duplicated efforts, data quality, disorganized project structures, workarounds in Excel and PowerPoint, and even real-world data never captured and structured. Unfortunately, responsibility for this very multifaceted challenge is diffused across large organisations, which makes it difficult to address. Yet the stakes are high: time to market, efficiency, competitiveness, are all project-management powered. In fact, the PMI assessed back in 2020 that 12% of the operating budget was lost to inadequate data governance. We are entering a new era where the benefits of AI for project controls could be immense. However, AI is unlikely to compensate for the data monster in the short or medium term. AI requires accessible, structured, and trusted historical and current data in sufficient quantities to fully leverage its generative or predictive capabilities. This session aims to recognize the challenges and opportunities summarised above and explore innovative strategies to overcome these obstacles. We will be focus on the building blocks of the next generation of augmented project controllers, leveraging smart PM workflows, integrated data systems, bridges between the physical and digital realms, and predictive analytics.

In this presentation, Andrew Langridge will delve into the latest advancements in estimating, covering several key areas that are shaping the future of the field. Andrew will introduce the Sterling cutting-edge SaaS solutions designed to streamline estimation processes and boost efficiency, alongside the growing role of data-driven decision-making in producing more robust outcomes. The discussion will also address the need to break down silos, focusing on how integrating data flows across the broader company IT ecosystem enables smoother information exchange and collaboration. Additionally, Andrew will explore the transformative potential of machine learning in enhancing estimating practices, offering real-world examples of its impact. Finally, he will provide an exclusive look at the new British standard for estimating, currently under development, which seeks to establish industry-wide best practices. Join Andrew to discover how these innovations can be harnessed to drive excellence and innovation in the estimating domain.

Once in a lifetime, we experience a generational shift that suddenly opens the window for immense career success. Those who capitalise on this shift can find it life-changing (like Netflix), while those who don't can face destruction (like Blockbuster). We will outline the formula for success (success = ambition x discipline x opportunity) and guide attendees through the journey to career achievement by adopting AI. Project controls have long been overdue for a generational shift, and it has finally arrived. Generative AI is transforming how we work with project data. Never before have risk managers had access to datasets of thousands of projects, enabling them to better predict risks. Never before have project managers been able to access schedule data using everyday language and a chatbot. Never before have schedulers been able to use machine learning to generate more accurate forecasts with a simple click. We are transitioning from the Pre-AI to the Post-AI era in project controls. Transitions are often messy and chaotic, but some emerge stronger, while others falter. Transition periods are ideal for learning and experimentation. That time is now. To achieve success, we need all elements of the formula. The opportunity is the generational shift that has landed in the laps of the project control workforce: AI. If you're ready to embrace success, join this talk to learn how Generative AI is transforming the project workforce. Be at the forefront of change, like Netflix.

No matter the industry, companies and projects must operate in a vastly evolving and innovative digitally enhanced and data driven world, striving to deliver the best possible efficiencies and outcomes.  From this new world comes expectation from clients, from expectation comes investment requirements and from investment comes the need for companies to generate better margins.  It can be a vicious closed loop for some up-and-coming companies who don’t have the capital to invest in digital innovation however, innovation does not just mean digitisation.  We do not need copious amount of capital investment to push forward with innovation, such as new concepts, tighter governance and better use of data.  Attend this knowledge sharing session and listen to a diverse panel discuss the following 4 key topics under the innovation umbrella and how they interact with project controls, followed by an interactive Q&A session.  The panel look forward to meeting you and listening to your ideas for innovation. Digital Innovation Optimising Data, Governance & Efficiencies New concepts on best practise Future of Project Controls

The Transpennine Route Upgrade (TRU) Programme is a multi-billion-pound railway enhancement scheme aimed at improving journey times and increasing network capacity between Manchester and York. Combining four main delivery organisations or alliances and 70+ key stakeholders and third parties, the detailed schedules, upwards of 400k activities, must be summarised into Level 2 schedules to provide insight to its complexity. The TRU Enterprise team is tasked with ensuring that once integrated, these schedules provide key programme deliverables e.g. new train services and stations. The Enterprise team face a number of significant challenges that are common themes across major programmes: • How do we communicate these complex schedules to all involved parties? Detailed schedule data, available only in P6, is not easily accessible or understandable to everyone, and the lack of explanatory narrative hampers understanding and acceptance. • How do we assure construction sequencing and methodology for suitability, along with assuring status and forecasting of significant activity volume and multiple critical paths? Delays in provision of BIM datasets directly impacts schedule development and performance measurement. • How do we visualise the impact of project deliverables to the operating environment? This communication gap needs to be addressed to facilitate better understanding and collaboration among stakeholders. What does utopia look like? Without relying on completion of detailed BIM models, we need a platform that enables communication and understanding of complex major programmes with multiple suppliers by integrating various schedule data sources together to provide visualisation of construction sequencing. We need an easy to access, interactive solution to convey schedule information effectively; helping stakeholders grasp the storyline of how various disciplines and suppliers work together to achieve the programme's strategic objectives and key outputs, enabling: • Stakeholder consents engagement • Progressive assurance of delivery, including construction risk identification and mitigation scenario assessment • Access to critical path review and de-risking for major programmes. What do we propose? A cloud-based platform that fills the communication gap by optimising 4D planning concepts without the need for detailed/ federated 3D engineering models. Our solution will offer a visual representation of the project timeline linked to the schedule data, providing a clear and interactive view of construction and handover activities based on periodically updated schedule data. How? - Visualisation: Users can view interactive diagrams linked to the schedule showing the planned progression of delivery towards key project milestones. - Narrative: The schedule data will be enhanced with detailed activity and relationship narrative providing the explanations “why” often missing from schedules that help develop the deeper understanding and transparency of schedules and critical paths. - Communication and Conflict Resolution: The visual and narrative integration will enhance understanding, facilitate communication among stakeholders, and allow early detection of potential scheduling conflicts. Summary Our proposed approach, based on decades of construction know-how, will bring project controls and schedule data to life by bridging the gap between complex schedule data and stakeholder understanding. It will significantly improve collaboration, enabling the major programmes community to visualise programme performance.

Introducing the Controls and Skills Authority, The Project Controls Office and Project Skills

Project Managers have become increasingly visible across all sectors; it could be said that they are ubiquitous. How has the Project Manager risen to such popularity and will this last? We explore similarities to other professions and offer other comparisons to position the current role of the Project Manager and how it may decline or evolve.

The BS202001 Specification Standard for Project Controls enables the client and the supply chain to mobilise and assure projects at operational and strategic levels. There are no professional body or governmental constraints, this is genuine levelling up created for practitioners by practitioners. The Specification extends the boundaries of projects, programmes and portfolios so that benefits can be actually realised and monitored into future use. There is also provision for environmental factors. BS202001 stets the standard for a step-change in how we control, assess and benefit from our work on a national and international scale.

This presentation explores the concept of control in construction project management from the perspective of the relationship between two different logics of knowledge in organisation theory. It seeks to challenge some underlying assumptions around the planning and control of project organisations, opening up a discussion on how we might think about moving from early notions of control under the iron triangle paradigm to present day thinking of dynamic processes.

Dr. Campbell's research draws on a 3million word corpus of 100 employer skills surveys published by the UK Government and CBI between 1999 to 2023 to reveal a set of five industry-relevant and persistently-called-for transferable skills. Using focus group research with employers and educators, and thematic analysis, her presentation reveals these five skills as an interconnected map of performance expectations linked to each skill. With implications for policymakers, educators and employers, Dr Campbell will discuss how this detailed mapping addresses the lack of a common skills language and pioneers a process to develop a unified skills lexicon between employers and educators. Dr Campbell's presentation will shed light on the complex relationship between higher education and employment expectations, and explains how the persistent gap between academic outcomes and industry demand for transferable skills can be resolved.

Dstl provides critical Science and Technology outputs for Defence and its allies at an exceptional time given ongoing global tensions. We manage the delivery of a complex Science & Technology portfolio drawing together in house capabilities and a wide range of capabilities from industry, academia and allies. An effective project control capability is a vital enabler to underpin what we do, and this presentation highlights the project control challenges we face and how we are working to address them.

National Nuclear Laboratory's transition from Microsoft Project to P6 represents one of the organisation's largest ever IT investments. It will come as no surprise in a project of this size that the process included some unprecedented elements in terms of the solution and the level of data migration. Project Manager Jennifer McCarthy talks you through a cradle to grave story of the migration and adoption process, including some of the challenges they faced and the benefits they are now seeing.

Join us as we uncover insights from business value assessments conducted on a portfolio of over 9,000 projects. The study uses a measurement framework based on a larger data set from 4,000 organizations. It allows you to benchmark your organization against the top 10% of performers. Our speakers will outline how those insights can support improvements in project controls and business performance. In our case study we also quantify the specific savings for the portfolio against each one of the opportunities for improvement. Attendees will come away with: Most impactful areas of improvement in project controls Quantified savings for each one Simple steps to apply the analysis process themselves

The conflict in Ukraine has underscored three critical lessons for our Armed Forces: the need for rapid innovation, the importance of industry partnerships, and the urgency of timely solutions. Traditional delivery processes are no longer viable. To maintain strategic advantage, we must adopt a faster, more flexible approach to procuring and upgrading military capabilities. Drawing on our extensive experience in programme delivery, we will surface these challenges and propose how project controls can better deliver timely, effective solutions within complex defence programmes’ constraints. In this session, AtkinsRéalis experts will present key themes and challenges, followed by a panel session. Attendees will gain insights into the pressing need for reform in defence, the benefits of industry collaboration, and strategies for prioritising timely delivery.

From Madness to Mastery: Embracing Digital Transformation in Project Controls Digital transformation is revolutionizing project controls, empowering teams to utilize technology for greater efficiency and informed decision-making. In this session, Jack will talk about best practices and lessons learned from his experiences on some of the UK's most complex projects and programs, illustrating how organizations can effectively navigate this shift. He'll highlight how to get stakeholder support and create team momentum to fully maximize digital technologies across the organisation.

Anglian Water is nearing the beginning of its crucial ‘AMP 8’ investment window - which will involve assuring hundreds of varied programmes and tens of thousands of forecasted activities. Historically this process has been time-consuming, grueling and imparted limited confidence in outcomes - and so, for the first time ever, Anglian Water has started to use an AI trained on large volumes of historical data to assure its project portfolios. In this presentation, prepared exclusively for Project Controls Expo 2024, Euan Black, Head of Portfolio Delivery Management, will demonstrate how AI is enabling Anglian Water to: - Quantify portfolio deliverability and risk - Assess contractor change requests during Portfolio ‘boards’ - Assure more projects more comprehensively and faster than ever before - gaining more confidence in outcomes than has been possible to date Black will be joined on stage by Dev Amratia, CEO of nPlan, the company behind the technology Anglian Water is utilising for its innovative approach to portfolio assurance. 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.

This presentation will discuss Method Grid’s collaboration with Network Rail on the Digital PACE Framework. Together we collaborated throughout 2023 on building the Digital PACE Framework to improve how Network Rail delivers projects, leading to its launch in January of 2024. This digital resource – as deployed on the Method Grid (AI-empowered knowledge and project management) platform – is now publicly available to all rail project management professionals in the UK. This use of technology stands out because it has radically enabled the entire UK rail industry to collaborate effectively in the delivery of the ambitious Control Period 7 construction investment plan (£43.1bn). It was also a vanguard digital innovation in the context of other UK public bodies facing the comparable challenge of harnessing technology to genuinely ‘force multiply’ all actors across their construction supply chain. The PACE (Project Acceleration in a Controlled Environment) Framework is used by Network Rail as their framework for the controlled delivery of rail-based construction projects. Previously, the PACE Framework was presented in a spreadsheet format – downloaded and saved for each new project. This spreadsheet then linked to an array of content (templates, guidance and website links) that Network Rail’s project teams must reference to fully comply with all related standards and legislation. Method Grid’s collaboration with Network Rail involved integrating existing PACE standards, products and guidance resources. The platform’s AI-empowerment enabled the joint team to build and enhance this deep, quality knowledge resource in a few months – expediting the ‘speed to value’ aspect of such work. The Digital PACE Framework is now a live, consistently up-to-date, resource – as used throughout a construction project’s lifecycle. This innovative use of technology has also resulted in a methodological framework that is user-friendly, easy to maintain and easy to access.   Digital PACE contains multiple knowledge assets: video explainers, schematic images and descriptive guidance to help people understand what the requirements are throughout every stage of a project. These visual aids bring project control aspects to life alongside a wealth of information ranging from detailed product descriptions, templates, best practice ‘hints and tips’ and links to related legislative and technical standards. During the presentation we will be able to show you Digital PACE and these assets in action. These resources are crucial for industry professionals, and by making them readily available in a digital format, we significantly enhanced accessibility and usability. With a focus on user experience, information was organised in a way that mirrors real-life project application, ensuring it is easy to find at each stage.  The result is an industry-wide, deep knowledge resource for UK rail construction professionals – where all necessary PACE information can be found – thus enabling cross-sector collaboration and best-practice construction delivery. This, in turn, has enabled Network Rail to bring a level of project delivery speed and control-consistency to UK’s largest construction portfolio.

AI is the hot new superstar in project controls, but without trusted data, it's just a shiny distraction. No magic, just hype! We want to change that. Imagine AI predicting your risks, automating tedious tasks, and giving you insights so good you'll want to frame them. But if your data is a mess, AI is going nowhere. In this session, we'll cut through the fluff to show you how to get your data in ship shape so AI can shine. You'll leave with a series of actionable steps you can take to make your data AI-ready; no boring theories, just the real deal that'll have you saying, "AI, let's do this!" Join us and make AI the project controls superstar it's meant to be.

Megaprojects—hyperscale datacenters, ultrafast connectivity, or clean sources of energy—present compelling opportunities: the potential to spur technological leapfrogs and radically new services. The resulting abundance can transform human welfare and countries benefiting from the investments. Nearly a decade of my research at the University of Oxford, however, shows that the implementation of megaprojects is no easy task: cost and time overruns, benefit shortfalls, social, environmental, and political issues are pervasive. In my presentation, I will outline salient challenges megaproject investments face, their underlying causes, and potential cures. I will argue that megaproject complexity becomes so great that no human team can satisfactorily manage it: human megaproject mangers require AI-assistance. I will illustrate the kinds of AI and autonomous intelligences necessary for megaprojects to reap productivity gains for the 21st Century.

AWEs mission is to design and manufacture warheads and provide nuclear services to meet the needs of defence. AWE’s Infrastructure Projects Delivery (IPD) organisation is responsible for delivery of the infrastructure across a complex estate comprising science, engineering and manufacturing facilities as well as office locations. Over the next few years, IPD will go through a period of significant growth that will: - protect the infrastructure that delivers our existing capabilities - deliver the infrastructure required to provide our future capabilities This will all be delivered whilst maintaining an operational estate. This growth in size, number and complexity of projects brings several challenges. To ensure delivery remains aligned and coordinated enabling the management of our priorities, resources and dependencies, the IPD team is building a new digital toolkit: ‘the Capital Platform’. The Capital Platform is a collaborative environment that will bring together our delivery partners and data with a consistent approach, ease of integration and enhanced business insights.

Mega projects offering broader societal benefits are generally supported with Government funding. The impacts on employment, skills development, safety and sustainability, and innovation can be overlooked as we focus on the project control dimensions universally applicable to all projects. Join the discussion to learn about how Project Controls is at the epicentre of industrial, economic and societal improvements.

Since April 1969, there has always been a Royal Navy ballistic nuclear missile submarine at sea. These submarines have acted as the nations continuous nuclear deterrent (CASD), sending a clear message to an ever-increasing number of would-be aggressors. By doing so. CASD protects our nation, our families and friends and democratic freedoms for us and our global alles The Dreadnought programme is a c£41 billion programme to design and build four new nuclear powered ballistic submarines entering service in the early 2000s. Sir Peter Gershon, Independent Chair of the Dreadnought Programme, explains the context of this mega project: "Our challenge is to bring in on time and to budget one of the most complex machines ever built and one that must operate silently and safely in one of the most hostile environments on our planet. Our hardest miles and most challenging risks lie ahead of us. We must keep our foot on the pedal Dreadnought is delivered across the Government, Tier 1 Industry Partners. BAES systems. Rolls Royce and the MoD (SDA) and interfaces across multi-national and geographically spread organisations and over 1,000 suppliers employing over 30,000 people in the UK.

Driving forwards upskilling in project controls is vital to the delivery of the UK Government’s energy security and sustainability strategy. Identified as a critical skill in delivery of the UK’s nuclear energy and carbon minimisation & capture infrastructure, the ECITB is working with companies and organisations from across the UK to drive upskilling and training in project controls. Find out about how you can take control of your career and capitalise on training, apprenticeship and professional recognition opportunities available. ECITB is proud to have been working with PC Expo for the last 10 years to drive forwards this vital profession.

There is empirical evidence that extraordinary results can be achieved with Critical Chain Project Management (CCPM). The approach has delivered significant improvements in performance in complex design and development, manufacturing, and maintenance projects across various industries. As part of the development of Critical Chain Project Management within BAE Systems we have developed ten simple ‘Rules of Flow’ as well as advice on how to manage the implementation of a new way of working in an existing project team or organisation. The key ingredients of successful deployment and sustainment are: to ensure the roles and responsibilities are clear; people receive the right training; and tools and metrics are changed to enable the new ways of working. The presentation will highlight the background to the rules and how they should be used, they are: 1. REDUCE THE WORK IN PROGRESS - Reduce the number of live projects and tasks that are allowed to be worked on. 2. COMPLETE FULL KITS - Only release tasks to resources when they have everything they require to complete the task. Focus on enabling ‘Full Kit’ well ahead of time. 3. RELEASE TO CAPACITY - Release tasks in the correct sequence and priority to maintain the optimal level of Work In Progress. 4. REDUCE MULTI-TASKING - Minimise interruptions for people to allow them to 'focus upon and finish' each task as quickly as possible. 5. SHOW SERVANT LEADERSHIP - Ensure management and expert resources have the visibility, availability and are actively supporting daily recovery actions. 6. ENSURE CLEAR DEFINITIONS OF DONE - Ensure the project scope is clearly documented and communicated, with all the tasks in the plan having a clearly defined criteria for handover and completion (‘done’). 7. PLAN FOR UNCERTAINTY - The rolling wave plan has logically linked tasks of the right size. Position visible buffers to protect the plan from the uncertainty and changes to it in execution. 8. FOCUS ON THE CONSTRAINT/INTEGRATION POINT - Stagger the projects in the portfolio to synchronise resources and ensure they are not overloaded. 9. FOCUS ON REMAINING DURATION (THE PAST IS THE PAST) - Report the remaining duration of all (open) project tasks every day. Identify where and when to actively manage with fast recovery actions. 10. MEASURE TO DRIVE THE RIGHT BEHAVIOURS - Replace local efficiency measures that do not support flow with different measures aligned to deliver the project on time. Notes 1. BAE Systems and Goldratt UK presented last year on the subject of CCPM this presentation shows further development with the rules of flow being the key focus. 2. A separate presentation on the use of CCPM on the Hawk Aircraft Maintenance, Repair and Overhaul project is also being proposed.

Whilst the focus of project delivery professionals is rightly in delivery, key aspects within the wider organisation context, governance and upwards reporting to the Change or Portfolio Board can often be overlooked. The masterclass will look at tools/techniques and approaches to help; - uplift the quality insight - provide insight on the typical Change or Portfolio Board requirements - look at some best practice examples and reporting styles and techniques - explore options on how to leverage your projects governance and reporting to increase its credibility and visibility (Interactive Session with Delegates)

Project controls play a crucial role in the successful delivery of projects across all industries. However, many in the profession feels there is more to be done to raise its value and contribution to the project profession. This workshop run by the Association for Project Management will explore how to promote project controls as a catalyst for delivering successful project outcomes.

Abstract: Join our panel of experts who will discuss the journey of Project Controls as a profession, why sometimes it is still not seen as a profession in its own right and how we can all help change that perception. We will also discuss the development of recognized and government regulated professional qualifications, professional bodies and the support early careers now have in Project Controls. Expected takeaways for attendees: • Project Controls is a profession in its own right and can be a career for life • Opportunities for professional qualifications and recognition is available • Breakdown perceived barriers in entering the industry • Tools to start spreading the news of Project controls as a career pathway • Project Controls is an inclusive profession (in AtkinsRéalis we are the most diverse department) Panel Host – Rod Whitting (AtkinsRéalis) /Professional body – AcostE Christine Mclean / Training provider - (20:20) / Client – HS2 or Hinkley – TBC / PC consultant / provider (AR) – Lisa Silander / Early careers – From AtkinsRéalis TBC

Project Controls offer fantastic insights into the project performance, and with the advent dashboard, the volume of metrics available is growing exponentially. This is great for the effective presentation of complex Project Controls data until the Project Manager or supplier says, 'I don't recognise that number' or 'That number isn't right'. There isn't a much faster way to derail a performance review other than a cat walking in to view on someone's camera. Controllers can spend hours ensuring numbers are perfect and add up perfectly. Whilst this is admirable, every number in your Project Controls system will be wrong. This presentation will explore why all the numbers are wrong and why we should be comfortable with them. Specifically, we shall look at system inputs coming from estimates, work performed, so-called actual costs, invoices, and contracts. Once we have decimated the foundations of dashboards, we will look at why this is OK. With the recent cost estimating guide from the IPA (Infrastructure & Projects Authority), it is becoming more widely accepted that an estimate is a range rather than a single point. The estimator in me breathes a huge sigh of relief. But there is our first problem, the estimate range informs the baseline which is a single point. It is quite subjective where you pitch your baseline, but before we get too deep into contingency, we will look at the estimate and why that is a range. Requirements, quantities, hours, rates, material cost, and allowances all have inherent variability that contributes to the overall estimate range. A similar approach will be taken for exploring the other Project Controls inputs. So why is this OK? Once we understand the sources of variation, we can start to relax a little as we know there is a limit to what we have control of. We can look at a reported number and know there are very good reasons why this could be more or less. But hang on surely a Project Controls system lives or dies by its data? I say not so, and here is a problem with the dashboards. We can get very focused on dashboards and data because that is a very visible output. But if that is your focus, I say you have missed the point of Project Controls. Project Controls exists to provide insight and analysis to enable the Project Manager/Sponsors to make timely evidence-based decisions thereby supporting proactive management. Decision-making isn’t about how accurate your number is but assurance and confidence that a particular course of action will deliver the best outcome. For example, effective risk management isn’t about the probability diagrams from the QCRA it is about your mitigations. To close, we start looking at how we create confidence by being effective communicators. This can be effectively done by defining, through continuous engagement, the information and reporting needs of any particular project / programme and building a governance framework which balances the need for flexibility and control. For me the next frontier in Project Controls

Join David Eveleigh, a PMO Director at Assystem, who will share his insights drawn from 15+ years in the industry. David will introduce Assystem's Project Controls benchmarking and baselining tool, exploring real examples of its application to deliver clarity on where to get the best return on investment. The session will also consider key trends identified within Assystem's annual global PMO survey, and how this further drives better outcomes through informed decision-making and targeted improvements. Take advantage of David’s extensive knowledge in capability assessment to elevate your own approach to project controls delivery and setup.

The current management of Lessons Learned, in the context of major capital project delivery, is fundamentally broken; certainly, the potential theoretical benefits of such invested effort seldom arrive. This in-depth paper explores why so and proposes a radical overhaul of this situation towards a blueprint we are referring to as ‘Lessons Learned 2.0’, as recently technologically enabled by major advances in machine learning (behaviour detection/natural language processing, large language models). This paper explores key principles that need to be factored into the design of Lessons Learned 2.0 including: the need to assimilate this activity into the day-to-day practice for project professionals (with respect to both lesson ingestion and playback cf. a contrived, positioned activity) and the need to contextually qualify and enrich captured lessons. Additionally, we share thoughts as to how technology can help overcome common leadership (and cultural) barriers. We propose a high-level architecture for a Lessons Learned 2.0 solution using machine learning to behaviourally detect apt moments for lesson ingestion and playback and, via natural language (Socratic) dialogue, to add contextual depth to the data-knowledge item. With natural language processing, lesson playback can be rendered, as relevant, to the new contextual circumstance with suggested decisions-actions. A value-utility feedback loop will enable ongoing (large language) model training as well as fuelling an aggregate (and measured) assessment of the reinvigorated discipline’s benefits, This, in turn, can serve to recognise/reward involved staff and educate/ motivate senior leaders as to the strategic advantage of such an embedded, holistic approach. Finally, this paper provides the mandate proposal for Project LEAP (Lessons Enabling Advanced Projects) – a c. 18-month collaboration between Method Grid (an AI-empowered knowledge and project management platform), academia and 2-3 industry partners.

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. An example of this is our design that focuses on all project participants to download designs, comment on them, and upload them back into the system. This approach to obtaining feedback on designs and specifications is infinitely more productive than collecting thoughts in a spreadsheet and then trying to track the issues that stem from the comments while new design and specifications are documented. Join me to see what I mean, and be prepared to feel uncomfortable.

The construction industry has been carrying out projects of increasing complexity during the last two decades. In this process, change management has become a key activity; however, changes might impact project schedules that, while not always directly affecting the completion date, they do increase the risk of eventual non-compliance. This paper is the result of a thorough investigation of project schedule float properties with the objective of producing a simple metric to measure the ability of project schedules to absorb disruptive events without breaching the contractual key milestones. The paper starts by proving the limits of the earned value management (EVM) methodology for the discussed topic and why total float is a flawed metric to measure disruption. It continues showing how the focus can move from tracking activities to tracking project paths within the schedule by calculating a new float metric, which is named path float (PF). PF is based on certain properties of total float and free float that have never been addressed. Finally, the project baseline PF curve, the contemporary PF, and the contemporary scope-to-complete are used to calculate the target key performance indicator (KPI) named float performance index (FPI).

Owners and contractors struggle to deliver major and mega construction projects on time and on budget. Project managers, schedulers, planners and controllers are faced with ever-increasing complexity. Innovative, next generation AI-enabled construction project management platforms place the schedule at the heart of project execution. With the application of AI, machine learning and natural language processing to schedules these new tools empower unbiased, data-driven decisions with full transparency. By distinguishing the essential tasks from the noise, advanced AI scheduling tools encourage teams to concentrate on what truly moves the needle, making it easy to: - Identify Priorities and Set Action Plans - In the dynamic world of project management, identifying the right priorities is crucial. - Recognize Risks and Bottlenecks - Identifying potential risks and bottlenecks before they become issues is key to maintaining project momentum. - Collaborate with Diverse Stakeholders - Effective collaboration is the backbone of any successful project.

The National Audit Office found that the Royal Household had managed the £369 million, 10-year Buckingham Palace Reservicing programme well so far, demonstrating good practice in a number of areas. In this talk, we’ll explore how the Household set up the programme, how it has managed challenges and think about what lessons could be drawn out for other major projects, particularly in the controls space.

“Controls for You, Your Work, and Your World" delves into the crucial role of project controls in driving personal, professional, and organisational success. This discussion will demonstrate how project controls go beyond managing schedules, budgets, and resources, and contribute to development at every level. On a personal level, project controls enable individuals to enhance their skills, stay organised, and improve decision-making. Professionally, they provide a structured approach for delivering successful projects, ensuring teams meet objectives efficiently while mitigating risks. Organisationally, project controls give businesses a strategic edge, allowing them to stay competitive, adapt to change, and foster innovation. By integrating these perspectives, the discussion highlights how mastering project controls can lead not only to business achievements but also to personal growth and leadership development. Attendees will gain practical insights and tools to improve their own work, career progression, and their organisation's future.

This presentation will introduce the work of the BSI Estimating Standards Working Group, which aims to create a Unified Specification Standard to harmonize estimating practices across industries. By addressing inconsistencies and improving terminology, scope, and outputs, the standard enhances confidence in estimates, ultimately improving project delivery outcomes. The presentation will highlight key elements of the standard. Attendees will gain insights into how the standard will address the challenges of current estimating processes and the innovative solutions being developed to ensure robust, transparent, and consistent practices that align with industry-specific standards and best practices, fostering better decision-making and project success.

The world's landscape is evolving, presenting new challenges and complexities. People who share common goals and objectives are dispersed yet have less time to deliver ever more complex and innovative results. Prof Obeng's masterclass promises to shed light on these challenges, offering essential insights and tools for success. By shifting focus from Why and What to How, he unveils pragmatic tools accessible to all skill levels. Join to explore concepts like Just-In-Time Learning and QUBE collaboration for navigating today's demands effectively. Bridging the Knowledge to Doing Gap/Skilfully Turning Scenarios Into ExceptionalOutcomes

AECOM is growing its programme controls capability to meet the needs of its ambitious plans to become the global leader in programme management. To do this, continuous professional development and structured training is a crucial part. This presentation will explore the benefits to both organisation and individual, focusing on how they can drive consistency of approach, improve employee satisfaction, and foster a culture of continuous learning.

Group think, echo chambers, running with the crowd - whatever we call it there is a strong human desire to fit in, to work with people who think like us, to not challenge the status quo. Yet increasingly, the complexity of the problems we face in organisations and society are forcing us to bring new ideas, innovations and approaches. We need to think differently and that requires us to bring together teams of people who we wouldn't normally easily work with. This session introduces us to cognitive diversity, the superpower that allows us to recognise and value the difference in the way we think and connect with those around us. It will give a language to describe these differences and an approach to building high performing delivery teams that can embrace difference, and even conflict, but in a safe, respectful way. Together we will learn how to get comfortable with being uncomfortable!