The aftermath of Covid 19, the Russian invasion of Ukraine and other factors have all contributed to the almost unprecedented levels of cost escalation being experienced globally. It a challenge for those who developing infrastructure projects how best to deal with escalating prices and situations in which contractors may be refusing to adhere to fixed price bids so often favored by owners, looking to secure a price within their budgetary constraints. This presentation shows a 1-10 MM claim between owner and contractor to define a fair cost escalation for a 100 Million FIDIC Project and how the author, as a hired Subject Matter Expert Consultant, present technical fact to find a fair solution. Contractors want to remain competitive while at the same time protecting themselves in an inflationary market, struggling to hold prices for a period of time... but, what happen if this period of time is more than the expected?, what would be the base date?, what would be the best price adjustment formula for maintain the rules and benefits for the parties?, please share with us on this technical presentation and know more about it.

The Modernize and Innovate the Delivery of Agricultural Systems (MIDAS) project was an IT modernization project run by the U.S. Department of Agriculture’s Farm Service Agency (USDA FSA). In 2015, the United States Government Accountability Office (GAO) conducted its third audit of the project, concluding that MIDAS’s poor project performance was directly attributable to inadequate project controls, including Schedule Management. FSA Leadership was highly motivated to remedy the programmatic deficiencies. Despite initial resistance to implementing new project controls strategies, a Schedule Management process based on industry best practices yielded measurable improvements to the project’s performance and the project team’s quality of life.

Construction contracts typically require the use of a Critical Path Method (CPM) schedule. Oftentimes, schedule specifications contain prescriptive language regarding the forecasted completion date during the updating process and what is required of the contractor if the project falls behind schedule. The referenced contract language can make it challenging for a contractor to pursue lost time or prove delays that are the responsibility of its own, as there are ramifications if the contractor were to reflect a late completion date in the schedule submission to the owner. When performing schedule updates contemporaneously, implementation of AACE’s MIP 3.4 or the half-step methodology can be of benefit to the project team. The half-step methodology allows the project team to better understand the overall impact of delays as they occur, while still keeping the door open for recovery of delays that were mitigated, in order to comply with the contract requirements.

In this presentation, we highlight the significant advantages of the recent advancement of digital data and centralized solutions in the realm of Program Controls. We are clarifying that more than data alone is needed to provide the maximum insights to decision-makers. This is primarily due to the lack of data alignment. The integrated solution seeks to glean intelligence from data flexibly and efficiently and translate that into data-driven decisions that enable successful delivery. The main philosophy is to create harmonization for more actionable data. We are shifting away from connecting various systems to develop PMIS that relies on individual capabilities to implementing a single source of truth. In this case study, we will review the theory and the implementation process of the Controls Engine on one of the major programs on the US East Coast.

Building Information Modeling (BIM), which has recently gained popularity in the field of architectural, engineering, and construction (AEC), has drawn attention due to its increased use of information technology as well as its increased productivity, performance, infrastructure value, quality, and sustainability. In essence, traditional building techniques are a step backward from proper task preparation and planning on site, which results in inadequate control of the entire operation. The goal of this research is to find sequencing errors and alter the construction work flow to increase productivity throughout the entire construction process. Another benefit is that we can present a user-friendly interface with dashboard, reports, and graphs when using power bi with 4d simulation, making it simpler for stakeholders to comprehend and evaluate the project progress. Along with that Power BI integration with 4D-5D BIM Simulation can help project managers monitor and track project progress, schedule, and cost in real-time. By having access to this data, project managers can make informed decisions to optimize project performance, mitigate risks, and improve the overall project outcome Last but not least, we will discuss the advantages of the Power Bi and 4D/5D simulation workflow using a case study from an ongoing project.

GAO’s work helps federal agencies better manage multiple aspects of programs to help ensure they meet their goals. We have issued best practices guides on cost, schedule, agile software development, and technology readiness. These guides are directed towards auditors in GAO and other government agencies, agency officials responsible for developing agency policies, and program managers at agencies that do not have their own policies for these topics. Users rely on the guides to (1) promote the development of reliable schedule and cost estimates so that programs are more likely to be completed on time and on budget, and (2) help assess the maturity of technologies to determine whether and when a system is likely to work as intended.

Digital transformation has become a hot topic across all industries as companies aim to stay competitive in the ever-evolving technology landscape. In this session, Steven Ciancio, Project Controls Director of Chemex, and AJ Waters, Vice President of Industry Solutions at InEight, share their experiences on effectively securing buy-in and successful adoption of new technology. It all starts with the people and properly introducing a culture of transformation while leveraging technology as the catalyst. Even so, as the saying goes you must also burn the ships of the past and continue looking forward. Understand why disparate systems, pointed solutions, and spreadsheets used as the glue to get the job done is no longer the way of doing work. Learn about the importance of everyone's role in creating a digital transformation culture that drives innovation and a competitive advantage in the marketplace.

BC Hydro are building the Site C Hydroelectric dam in north-eastern British Columbia on the Peace River. The Site will generate 1100 Mega Watts of Hydroelectric Power and will be the third project on this river; it consists of six 183 MW Turbine Generators and the associated infrastructure to get the power into the grid. The Earth filled Dam (EFD) is approximately 1050 meters in length and raises 60 meters above the initial valley floor. A huge amount of excavation and fill materials are required for the construction of this structure and accurate reporting was required due to the Government oversight of this provincially funded project. The projected is utilizing Unmanned Aerial Vehicles (UAV’s) or Unmanned Drones to cover large expanses of areas where excavation and backfill activities were taking place and the tracking of progress and weekly reporting to construct the large Earth Filled Dam over many construction seasons.