Managing mega programs presents unique challenges that require specialized expertise and strategic planning. These large-scale projects are characterized by their complexity, high stakes, and global implications. The successful delivery of mega programs demands a blend of technical knowledge, adaptive management, and strong leadership to mitigate risks and maximize efficiency. This workshop offers practical insights and actionable strategies for effectively managing mega programs from planning through to execution and delivery. Delegates will gain tools, techniques, and knowledge to navigate the complexities of managing such high-pressure projects.

Construction projects are becoming increasingly complex, requiring a balance between structured planning and flexible execution. This presentation explores a hybrid project delivery approach that integrates Advanced Work Packaging (AWP), 4D simulations, and Earned Value Management (EVM) to enhance project efficiency, visibility, and adaptability. By structuring early-phase planning using Waterfall methodologies and shifting to an Agile approach during execution, project teams can improve predictability, collaboration, and responsiveness across all project phases. At the start of a project, a Waterfall approach ensures thorough engineering, procurement, and work packaging. This structured methodology allows teams to define clear project milestones, align stakeholders, and establish a well-organized execution strategy before construction begins. By leveraging AWP principles, the project is broken into work packages that improve sequencing, material availability, and coordination between disciplines. This structured foundation minimizes rework and ensures that all required elements are in place before site activities commence. As the project transitions into the construction phase, conditions in the field often introduce unpredictability, requiring flexibility in execution. This is where an Agile approach becomes essential. Agile allows project teams to adapt quickly to changes, manage risks proactively, and continuously refine work processes. By utilizing real-time dashboards, 3D models, and 4D simulations, teams can track progress visually, anticipate potential bottlenecks, and make informed decisions based on live project data. This shift from Waterfall to Agile improves efficiency, enhances collaboration, and optimizes resource utilization throughout the construction lifecycle. One of the key benefits of this hybrid approach is holistic progress tracking across all project stages—engineering, procurement, construction, and commissioning. 4D simulations provide a dynamic representation of project schedules, allowing stakeholders to assess potential conflicts, optimize sequencing, and validate execution strategies. Meanwhile, EVM methodologies offer quantifiable performance metrics, ensuring that cost and schedule performance indicators are continuously monitored and adjusted as needed. These tools work together to create a real-time project control system, bridging the gap between rigid planning and adaptive execution. By integrating AWP, 4D, and EVM, this approach ensures that projects remain on track while maintaining the flexibility needed to adjust to real-world challenges. This session will provide attendees with practical insights and real-world examples of how this methodology enhances productivity, reduces delays, and improves overall project outcomes. Whether managing large-scale infrastructure projects or smaller, fast-paced initiatives, this hybrid model of structured planning and agile execution offers a strategic advantage in today’s construction industry. This session will explore how this innovative combination of AWP, digital tools, and performance management techniques can revolutionize project delivery, making it more predictable, adaptive, and successful.

Owners often inherit fragmented data and underutilized tools. This session focuses on how CMC helps clients move from system confusion to decision clarity using Oracle P6, Unifier, and Power BI. We’ll discuss how we work with stakeholders to define meaningful KPIs, build owner-centric dashboards, and create training strategies that empower internal teams. The session includes lessons learned from engagements where we simplified complex systems and helped organizations get value from the tools they already use. What the audience will gain: - Strategies to simplify and align cost/schedule data for owners - Examples of high-impact dashboards used by decision-makers - Tips for defining and tracking KPIs across multiple systems - A roadmap for bringing owners into the controls conversation

In rail infrastructure sector the projects are capital intensive and with billions spent annually on infrastructure maintenance and upgrades across United States it is important to leverage insights from historical data and project actuals. While rail infrastructure projects generate vast amounts of cost data during execution, yet much of the information remains underutilized because of inconsistent structures or data siloed systems. The paper introduces the development of a structured, semantic framework (cost ontology) for organizing and interpreting project actuals. By mapping the relationships between cost elements, construction activities, assets (e.g., track, signaling, stations), and contextual factors (e.g., night work, access restrictions), the ontology enables consistent classification, benchmarking, and analytics. Utilizing historical data, the paper will outline a methodology for building and evolving such a cost database ontology, including data extraction from project records and normalization strategies.

Access planning across linear infrastructure projects has traditionally been a manual, time-consuming task that requires significant resources. This legacy approach often leads to overlapping work windows, access conflicts between contracts, and a complex change control environment with low accountability. Rail access utilization is generally low leading to many claims against client organizations from contractors working on the rail corridors, delaying programs and adding costs. D2, working in partnership with the program delivery partner Mace Comtech Systra (MCS) on GO Expansion Program ($60 billion) in Ontario Canada, is providing rail access planning and delivery capability to develop, implement and embed access planning processes, systems, dashboards and competence frameworks to enable high quality integrated access plans to be published and timely strategic access decisions to be made aligning to supply chain capability. Our access planning platform introduces a digital-first solution that streamlines multi-year corridor planning. Project teams upload access data directly from schedules using intuitive online templates. The system visualizes this information on an interactive map with filtering options by time, geography, or contractor, providing a single source of truth for planning decisions. The platform enables early identification and resolution of access clashes on a multi-year horizon, reducing the risk of claims. By increasing visibility and ownership across stakeholders, it drives higher project accountability and higher project management engagement with the process. With agile delivery and user feedback at the core, the tool is continuously evolving to meet the needs of complex, multi-contractor delivery environments. This innovation empowers program teams to de-risk access planning, improve schedule certainty, and optimize project performance—transforming access planning from an administrative burden into a collaborative, data-driven process. This innovative solution was specifically aimed at enhancing efficiency and collaboration within the complex rail access planning process, key aspects of project controls professionalism. This solution provides a centralized, automated platform for creating, reviewing, and approving integrated access plans. The system's workflows and notifications ensure timely information sharing and alignment, fostering better collaboration and ultimately leading to more streamlined and efficient project delivery. The reduction in the number of strategic access planners required, resulting in c$1m in OPEX savings per year, is a direct outcome of this increased efficiency. D2 aims to demonstrate how this tool was developed, how its currently being used and the outcomes of its use.

In scheduling practice, when a delay knowingly occurs, the contemporaneous schedule is used to predict impact on completion, even though it is not reasonable to consider a deterministic schedule early finish date a quality prediction of when the project will be completed. If the delay remains unresolved and late completion actualizes, the contemporaneous predictive schedules, rather than the fully progressed update (FPU), are reused in post-completion delay analysis—an incongruity that relies on predictions based on what was supposed to happen when predictions are unnecessary and off-base as the factual durations, dates, and total floats are available from the FPU. Absence of delay analysis methods using the FPU has stymied the development of delay theories that consider the algorithmic properties of FPUs and the limited predictive value of deterministic schedules. The Integrated Delay Theory (IDT) advances current art by mining both the forensic properties and stochastic causal modeling properties of the graphical path method (GPM) schedules.

As construction projects become increasingly complex, project teams face growing pressure to deliver with greater speed, accuracy, and adaptability—often with fewer experienced schedulers. This session will showcase how AI-powered agents are transforming project scheduling by making advanced insights, updates, and risk analysis accessible to anyone on the team using natural language—from mobile devices in the field to desktops in the office. Attendees will gain hands-on exposure to: • Self-serve schedule analysis that enables PMs, CMs, and owners to reduce their dependency on schedulers while increasing transparency and efficiency. • Real-time progress tracking tools that streamline coordination between field and office staff with multimedia documentation, enabling faster pay cycles and smoother monthly updates. • Conversational risk modeling that simplifies Monte Carlo simulations and “what-if” analysis, helping teams proactively address schedule threats—without technical expertise. • Natural language search capabilities (coming soon) that allow teams to query project documents like specs, RFIs, and submittals instantly, reducing rework and wasted time. AI scheduling agents are helping teams automate repetitive tasks, unlock hidden efficiencies, and bridge gaps in planning expertise. By doing so, they’re driving: • Up to 30% efficiency gains for schedulers • Smarter resource planning through real-time insights • Reduced delays and overruns via simple risk simulations • Improved collaboration with hands-free, mobile-first workflows

This presentation provides a comprehensive framework for managing contingency funds in capital development programs, particularly within airport infrastructure projects that employ Design-Build or Contracting at Risk methodologies. Airports continue to play critical roles as gateways and economic drivers, necessitating effective capital development management. A tiered contingency approach is proposed, distinguishing between Program, Project, and Contract-level contingencies, each with clearly defined budgets, governance structures, and approval mechanisms. Emphasizing proactive change management, the methodology includes structured governance, early identification of potential changes, and standardized cost tracking and reporting. Recommendations include employing detailed contingency drawdown logs, integrating contingency management within the Contracting Firm’s Schedule of Values, and adopting a commitment-based budget model to accurately forecast project outcomes. Ultimately, the structured contingency approach ensures efficient fund allocation, minimizes delays due to bureaucratic processes, and enhances overall project control, significantly improving the likelihood of successful and timely project completions.

A core function of scheduling tools is to calculate the critical and longest paths, which are essential for projecting the project completion date and identifying activities with minimal schedule float. Periodic schedule reviews—typically conducted monthly—rely on schedule analysis to assess project health A key component of these reviews is identifying whether the critical path has shifted and, if so, determining the root causes. This presentation outlines the primary drivers of critical path changes and the analytical techniques used to detect them. Integrating these methods into routine schedule assessments will enhance the precision and value of your project reviews.

"AECOM - one of the largest AEC firms globally - was looking for a platform for their project delivery organizations to manage their projects from an end to end perspective. Key must haves for them were: 1. Single platform for all project functions, 2. Built-in real-time reporting for projects and operations managers 3. Built in training to enable quick user adoption with enforcement of organization standards and processes. 4. Most important was ease of use and performance, along with scalability for a high volume (45k+) of small to very large projects (10k+ charge codes). This case study provides an overview of how we met these challenges and delivered ""Workbench"", an all in one application for AECOMs project delivery organization."

Mega projects are notorious for underperformance. According to McKinsey, a staggering 98% of mega projects are delayed, over budget, or fail to deliver their intended benefits. The usual suspects—technical complexity, shifting scopes, regulatory hurdles—are often blamed. But a deeper dive reveals a more systemic root cause: the absence of an effective and efficient Operating Model purpose-built to deliver on the scale and complexity of a mega project. In this talk, I’ll present an innovative approach: embedding a new function within Project Controls to transform it from a reporting role into the orchestrator of delivery—elevating it as the driving force behind the design, implementation, integration, and execution of the operating model, while enabling the organization to successfully transition through each phase of a mega project. Unlike corporate organizations that evolve over time, infrastructure projects must build an entire organization from scratch, often in under 18 months or less, to deliver something that may take a decade or more. This includes designing how engineering, procurement, finance, risk, construction, and controls functions work together — often across multiple contractors, government bodies, and delivery partners. Without a clear operating model, confusion builds, silos form, and teams lack clarity on who is accountable for what. What is Operating Model and who in organization design it? Operating model or Target Operating Model (TOM) is often known to the C-Suit executives and consultants, but not so much to other layers of the organization. At its core, an operating model is the blueprint for how an organization runs. It defines the structure of functions, processes / roles & responsibilities (how we do our work), systems (how we interact), governance (how we make decisions), and data flows (shapes reporting) and culture (how we bond) that guide how teams operate day to day. For infrastructure projects — especially mega projects involving billions of dollars, multiple jurisdictions, and long timelines — the operating model becomes the backbone that holds everything together. Operating Model must be not only effective but also scalable. Each phase of infrastructure project requires different operating model, and organization must plan its implementation. The design and implementation of the operating model has traditionally been led by external consultants, brought in to define structure, governance, and delivery frameworks at the front end of major projects. However, in recent years, this function has increasingly found a home as a permanent capability within organizations. In my speech I will share practical experiences, lessons learned on how Operating Models designed and implemented across Mega Projects. Additionally, I will share why, in my opinion, it is beneficial to place this function within Project Controls. The operating model is the invisible infrastructure that determines whether a project thrives or fails—and by embedding its design and execution within Project Controls, we give this discipline the power not just to report on progress, but to actively shape how complex projects are delivered.

Resource loading is a foundational element of effective project controls within large-scale capital programs, particularly in government agencies managing diverse portfolios of infrastructure projects from planning through closeout. At its core, resource loading refers to the process of assigning labor, equipment, and material quantities to the project schedule in order to forecast, monitor, and manage resource demands across time. When performed accurately at the onset of a project, resource loading enables realistic planning of durations, validates the feasibility of schedules, and serves as a critical control tool throughout execution.​ In our Project Controls group, where we oversee projects ranging from $5 million station improvements to $600 million infrastructure projects, resource loading is a critical means of ensuring we meet our mission: delivering projects on time and on budget. At the planning and design phases, resource loading allows us to validate schedule logic by comparing estimated task durations against the resource quantities and productivity assumptions. By building a resource-loaded schedule early, we establish a clear baseline that links cost, time, and resource performance—enabling project controls to function proactively rather than reactively.​ Once execution begins, resource loading provides the data necessary for continuous monitoring. By comparing planned versus actual resource consumption, we can assess whether a project is on schedule or falling behind. This enables us to detect inefficiencies, reallocate resources, or adjust sequences as needed. The schedule update process becomes more than a date-shifting exercise, it becomes a data-driven assessment of real-time performance. A critical analysis supported by resource loading is the identification of resource stacking, over-utilization, or under-utilization. Over- utilization, where assigned resources exceed actual availability, leads to unrealistic schedules and worker burnout, while under-utilization signals inefficiencies and potential cost overruns. Stacking, particularly on multi-trade construction sites, can result in congestion, productivity loss, and safety risks. Through resource histograms and level-of-effort plots, project teams can evaluate workforce distribution, detect scheduling bottlenecks, and make recommendations to smooth demand, often through resource leveling techniques.​ Moreover, resource planning enables more reliable duration estimates. If a task’s duration is based on installing 1,000 linear feet of conduit and our crew of two can install 100 feet per day, our crew working five days per week will need two weeks. If only one installer is available, the duration doubles, unless we adjust resources or sequence other activities accordingly. This example illustrates how resource loading links directly to schedule realism. Without accurate loading, durations become placeholders, undermining the reliability of critical path analysis and delaying decision-making when risks arise. Accurate initial resource loading also enhances forecasting, risk management, and earned value performance assessment. With early loading and validation, the schedule reflects true constraints and opportunities, enabling better procurement timing, cash flow modeling, and change management responsiveness. Our agency’s use of tools like Oracle Primavera P6, XER Toolkit, and Excel-based reporting dashboards integrates this data into real-time analytics shared with project managers, construction oversight, and finance teams.​ In summary, resource loading and planning are not merely technical functions—they are strategic enablers of project success.

The Lick Run project, situated in Spotsylvania County, Virginia, exemplifies how innovation and collaboration can significantly enhance infrastructure delivery. The project's primary objective was to replace a structurally deficient bridge on the westbound Route 3 over Lick Run. Originally constructed decades prior, the existing bridge, measuring 14 feet in length and 25 feet in width, had reached the end of its service life. In order to maintain the safety and integrity of one of the region’s critical transportation arteries, the Virginia Department of Transportation (VDOT) initiated a replacement project that features a 36-foot-long, 12-foot-wide, and 8-foot-high single-cell precast concrete box culvert. The initial construction plan adopted a traditional phasing strategy, which involved constructing a temporary roadway in the existing median, utilizing an extended eastbound culvert, and rerouting traffic to that alignment to allow for the staged replacement of the westbound structure. While this approach was technically feasible, it posed notable challenges. Route 3 serves as a major commuter and commercial corridor that experiences substantial weekday traffic volumes. Prolonged lane closures and phased construction could have severely hindered mobility, resulted in delays, and adversely affected local businesses. Recognizing these potential risks, the project’s construction team, in collaboration with the project controls staff, reevaluated the plan during the development phase. Their collaborative review culminated in a pivotal shift: the adoption of an Accelerated Bridge Construction (ABC) strategy. The team proposed completing the culvert replacement during a singular, high-intensity weekend closure—from Friday evening through Monday morning—utilizing 24-hour shifts. This strategy eliminated the necessity for a temporary median roadway and mitigated long-term traffic impacts. The ABC method significantly condensed the construction timeline, diminished long-term disruptions, and prioritized public safety. By concentrating major operations within a 72-hour window, the team effectively avoided weeks or months of lane restrictions. Logistics, equipment staging, material delivery, and labor coordination were planned to ensure continuous work cycles. Crews successfully removed the old bridge, excavated the site, installed the precast culvert, backfilled, and restored the roadway—all within the designated closure period. However, the adoption of the ABC method introduced new risks, as the department typically adheres to a conventional phased construction approach. To address these challenges, a substantial effort was made to develop special provisions and documentation to mitigate unforeseen conditions not encompassed within existing standards and specifications. Led by the District Project Controls team, which prepared comprehensive risk mitigation measures, including drafting custom special provisions, establishing requirements for hourly schedule submissions, specifying the particular closure weekends well in advance, and identifying backup weekends to accommodate any unforeseen delays. These proactive measures ensured that a robust contingency plan was in place, thereby maintaining schedule integrity while safeguarding quality and safety. This strategic pivot not only shortened the overall project duration but also saved the Department and the traveling public significant time and inconvenience. It evidenced the importance of proactive planning, interdepartmental coordination, and responsiveness to real-world traffic demands. The successful implementation of the accelerated approach further underscores the significance of flexible project delivery models that can adapt to site-specific constraints

In an increasingly complex and dynamic industrial landscape, project controls have become crucial for managing risks, optimizing costs, and delivering successful outcomes. This presentation explores the most pressing challenges and emerging trends shaping project controls within industrial projects. As the industry faces evolving economic pressures, digital transformation, and heightened sustainability expectations, project control professionals must adapt to maintain efficiency and precision. Key topics discussed include the integration of digital tools and data analytics to enhance decision-making, the adoption of agile methodologies to increase flexibility, and strategies for managing cost escalation and inflation. Additionally, the presentation addresses the growing importance of sustainability in project planning, the impact of remote and hybrid work environments, and the critical need for cybersecurity in data management. By examining these hot topics, the presentation provides practical insights and forward-thinking strategies to help industry leaders and project control practitioners navigate change and drive project success in today’s industrial markets.

Railway network upgrade programs are essential for modernizing aging infrastructure, improving service capacity, and enabling sustainable urban mobility. However, unlike greenfield projects, upgrades are delivered within live, operational environments, presenting complex challenges across safety, stakeholder coordination, risk management, and schedule performance. This paper explores the key challenges and integration strategies critical to the successful delivery of large-scale railway upgrade programs, drawing on global case studies and hands-on experience from multi-billion-dollar transit initiatives. Challenges in railway upgrade programs are multi-dimensional and systemic. The need to execute construction and commissioning works without disrupting active rail services creates a tightly constrained and high-risk environment. Interface complexity is a major obstacle, with multiple contractors, government agencies, operators, and third-party stakeholders interacting across overlapping scopes and timelines. Without structured coordination, misalignment in deliverables and timelines can lead to costly delays and rework. Additionally, many legacy rail networks were not designed for modern upgrades, requiring workarounds for outdated design standards, limited right-of-way access, and aging systems. Regulatory constraints and approval bottlenecks, often intensified in urban areas, further challenge progress. Political influences can also drive scope changes or shifting priorities, requiring agile project controls and stakeholder management. Resource constraints — from skilled labor shortages to materials supply chain disruptions — add further uncertainty. These issues, combined with restricted track access windows, mean that schedule delays are often compounded, making proactive risk identification and mitigation essential. Moreover, limited access to historical asset data in older systems complicates planning, validation, and testing efforts. To address these challenges, the paper outlines a program integration framework emphasizing Interface Management, Operational Readiness, and Rail Access Planning. Effective interface management ensures that technical, contractual, and operational interfaces are aligned across diverse delivery teams. Practical tools such as Interface Registers and Control Documentation are discussed to track and manage dependencies. Operational Readiness is essential for ensuring that the infrastructure, people, and systems are prepared to transition into live service. This requires parallel planning for workforce readiness, training, emergency protocols, and safety validation. Meanwhile, Rail Access Planning focuses on maximizing productive access to track time while minimizing service disruptions, achieved through strategic possession planning and coordination with rail operators. Underpinning these efforts is the use of systems engineering principles, including the V-Cycle model, which supports structured delivery from requirements definition through to validation. The paper also highlights the role of data-driven decision-making, performance monitoring, and collaborative governance in ensuring transparency and alignment across stakeholders. This paper offers a comprehensive roadmap for navigating the challenges of railway network upgrades, presenting actionable strategies for integration, risk management, and stakeholder alignment. By addressing both the systemic and operational complexities, it provides project controls professionals and transit agencies with practical guidance to improve infrastructure delivery, mitigate risk, and ensure long-term value from capital investments.

Rail transit infrastructure upgrades often encompass mega projects involving complex systems such as bridges, tunnels, stations and maintenance facilities. Cost Estimating of mega projects is always a complex process that involves coordination with multiple stakeholders, public and private entities. These projects usually span over multiple years and demand robust construction estimating and scheduling practices from feasibility study (class 5 – AACEi classification) to a detailed estimate (Class 1 – AACEi Classification), which are a critical factor for project success. On this journey from Class 5 to class 1 an estimate takes on multiple forms serving a distinct purpose, and each comes with its own challenges and opportunities when putting estimates together for these mega projects, including scope creep, scope uncertainty, market fluctuations, environmental impacts and permits, labor availability, etc. Especially Large-scale projects frequently undergo scope changes, and design changes. It is crucial for cost estimating team to be involved alongside the design team and keep estimates up to date as design changes occur. This paper delves into such projects to leverage the challenges faced during the estimating cycle and share the learnings of the group for continuous improvement. In summary, estimate development for mega projects require a thorough approach which consists of incorporating data and information available, lessons learned from historical projects, lists of risks from similar projects or projected risks, information about labor availability, scope information etc. By leveraging latest tools, data from various sources, and using an iterative estimating approach organizations can work through challenges and develop estimates which are reliable and accurate.

Transit and rail megaprojects are growing rapidly in both scale and complexity, with many now exceeding $10 billion in value and involving upwards of 30 interdependent systems. These include traction and facility power, signaling, communications, tunnel ventilation, fire/life safety, HVAC, and operations control. Traditional area-based management methods are often inadequate to coordinate the testing, integration, and commissioning activities across these overlapping systems. This presentation draws directly from practitioner experience in program management, project controls, and claims consulting to examine how a systems-based project controls approach improves delivery outcomes in complex transit programs. The discussion is framed by a shared observation: as projects scale, the complexity introduced by system interdependencies—not just civil or area-based construction—becomes the primary challenge to operational readiness. The speakers highlight how systems must be brought online in coordinated phases: from factory acceptance testing to local testing, then on to fully integrated systems testing. Delays in one subsystem—such as communications or fire/life safety—can stall the entire commissioning schedule. Through a real-world case study, the paper details how over 30 systems were methodically planned, tested, and brought online using a phased approach, highlighting the importance of planning integration milestones across systems rather than zones. A systems-focused controls framework must also address evolving contract structures, multiple interface points, and the need for real-time, actionable reporting. Tools like integrated scheduling, risk heat maps, and stakeholder-aligned action plans are essential. The authors emphasize the importance of early due diligence—not by individuals, but by interdisciplinary teams—capable of identifying and managing interface risks before they escalate into claims or commissioning delays. Ultimately, this presentation proposes a mindset shift: from managing construction by area to managing readiness by system. It provides a practical overview of how to map system hierarchies to scope, reassess schedule logic, and align contractors and stakeholders to a unified path to operational readiness. Drawing on both delivery-side and claims-side perspectives, the presentation offers actionable insights for professionals managing the increasing complexity of today's transit infrastructure.

Megaprojects are delivered by people, not just processes. When billions are at stake, trust becomes the most valuable currency. This session delves into the unseen - but indispensable - elements of megaproject success: ethical leadership, stakeholder transparency, cultural fluency, and trust-based execution cultures. Blending personal leadership stories from the field with industry-wide insights, this presentation offers a candid look at the power of integrity and influence in complex project environments. Learn how great leaders navigate ambiguity, rally fractured teams, and uphold values under pressure - all while maintaining delivery focus. This session is especially relevant for mid and senior-level professionals seeking to inspire confidence, lead ethically, and strengthen their teams for high-stakes delivery. Top 3 Learning Objectives: 1. Understand the role of trust and ethical leadership in enabling high-performance megaproject cultures. 2. Recognize how lapses in integrity - even minor - can lead to cascading failures across project systems and stakeholder relationships. 3. Learn practical leadership behaviors and frameworks for building trust capital across diverse project environments and global teams. Core Message: Explore the soft side of hard projects - how ethical leadership, transparency, stakeholder trust, and cultural intelligence make the difference when the numbers and schedules don’t add up. Share principles from my leadership journey. Why It Matters: A powerful message for emerging leaders - and a reset for seasoned ones - on the non-technical drivers of megaproject resilience.

"In today’s fast-paced capital project environment, the sheer volume of lessons learned and continual improvement data is overwhelming traditional systems—turning opportunities for growth into bottlenecks. At Project Controls Expo 2025, join OutSystems and Nelson Rosa, a seasoned quality leader and innovator, to explore how Artificial Intelligence is transforming the Continual Improvement (CI) process. This session will showcase how AI can do more with less to progress continual improvement through the Data–Information–Knowledge–Wisdom (DIKW) pyramid to drive organizational maturity, effectiveness, and put the data with strategic insights in the hands of the people that need it most We will explore three key AI capabilities: Challenging project uniqueness bias by identifying related lessons learned, both from within the organization and the globe. And connect siloed initiatives by sharing across programs and portfolios—preventing duplication, eliminating wasted effort and resources and accelerating learning. Clustering related incidents to generate single continual improvement actions that address systemic root causes, not just casual factors (symptoms). Leveraging natural language queries and intelligent data synthesis to increase throughput, reduce risk, and support a culture of LEAN thinking and cross-functional learning. Attendees will walk away with a clear understanding of how AI can: Transform raw data into contextualized, actionable knowledge Enhance organizational maturity and operational effectiveness Quantify continual improvement initiative Net Return on Investment (ROI) to prioritize initiatives and resources by surfacing systemic risks and opportunities across projects, programs and portfolios. You'll also experience a live demonstration of how AI is currently being used within an enterprise continual improvement program—inspiring you to not only imagine what’s possible in the horizon but, what capabilities and applications are actually already here and now waiting for you. Finally, we’ll demystify AI—clarifying what it can and cannot do—and answer the question on everyone’s mind: Will AI replace the Project Controls function and professionals? "

Singularity is when Artificial Intelligence (AI), Spatial Computing and Humans merge into a singular process entity that creates opportunities for humans to have superhero powers in business and in their lives. Construction is colliding with this new reality. This unique, dynamic and inspiring session will address the convergence of Singularity and Project Controls with solution examples from real world projects like Changi Airport (Singapore), New Murabba (Saudi Arabia), and the Miami International Maritime Museum (Florida). Join us for a journey of the tools of Singularity in Project Control processes. This interplay presents both challenges and opportunities for the architectural profession. Attendees will be exposed to: • Recognize the Balance between Technology Innovation and Project Control Best Practices: People will need to find a balance between leveraging cutting-edge technologies (singularity and AI) and ensuring that these advancements align with project control practices. • Understand Education and Skills Development: As these concepts gain prominence, people will need to evolve. People must continuously update their skills to remain relevant in a rapidly changing industry. • Identify Regulatory and Ethical Considerations: The integration of singularity and AI will require new regulations and ethical standards. People will need to be proactive in shaping these frameworks to ensure responsible innovation. The link between Singularity, AI and Construction lies in their collective ability to transform how we manage and interact with physical spaces. AI, as it approaches Singularity, can drive innovations in spatial computing and construction, leading to more efficient, sustainable, and lower risk practices. Spatial computing enhances our ability to manage and optimize spaces, while proper design ensures that these spaces are run sustainably, aligning with the principles of a circular economy. Together, these technologies, processes and practices enable a future where buildings and infrastructure are smarter, more efficient, and more sustainable, contributing to a better built environment for us all. This session will provide attendees with these key takeaways: • Singularity and Exponential Tech Growth • Technological Singularity refers to a point where AI surpasses human intelligence, leading to rapid, unpredictable changes. • Project controls must prepare for exponential advances in computation, automation, and decision-making tools. • Expect compressed timelines and shifting planning horizons. AI's Role in Project Controls:- • Predictive analytics powered by AI can forecast cost overruns, delays, and risks with higher accuracy. • Machine learning helps refine estimations and resource allocations over time. • Natural language processing (NLP) enables smarter documentation, reporting, and communication. Spatial Computing Enhances Planning & Visualization: • AR/VR & digital twins allow immersive project planning and real-time progress tracking. • Improves stakeholder engagement through interactive 3D models. • Enables on-site issue detection and proactive resolution using spatial data. Integrated Systems & Data-Driven Decisions • Unified platforms (powered by AI + spatial computing) centralize project data for better control. • Real-time dashboards and simulations help teams act on live data rather than after-the-fact reports. Automation of Routine Controls • Scheduling, budgeting, and resource management can be partially or fully automated. • Frees up human resources

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 Arizona,USA.