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.

Project Controls is all about reducing a project to numbers – usually cost or time - and measuring and controlling it based on this data. Before we input this data into new technology, or base an analysis on it, the Project Controls professional needs to take a step back and ask: what is the quality of the data, what is its uncertainty, and what conclusions can it support? Technology has enabled any and every kind of calculation, but our professional credibility rests on providing projects with accurate, meaningful, and overall significant analyses and conclusions.

Maturity Models aren't new to Project Management or Project Controls.  There are many of them out there, some better than others.  But many are just high-level guides telling you things you already know, such as “have documented processes and you’ll improve your controls maturity.”  While that’s true of course, it doesn’t really help you know where to start or which areas to focus on to improve your processes.  In this presentation, we will explore Contruent’s new Maturity Model, which is specifically focused on Cost Management and the various inputs to the discipline (e.g., Schedule, Change, Field Progress, etc.).   The Model guides users on specific and tangible measures they can implement to improve their organizational maturity as it relates to Cost Management.  The Contruent Maturity Model also provides a framework for tracking improvements in maturity and linking those improvements to quantifiable business value and Return on Investment.

Mega projects seem to dominate construction news these days. The world is changing rapidly, and these projects represent attempts to manage that change. From building cities from scratch in the middle eastern deserts, to building new transportation systems in densely populated cities. Come and hear from the practitioners about lessons learned and best practices developed for these massive programs, and see how these lessons might be applied to all project types. 1.Key takeaways will include: 2.Best practices for reporting to multiple stakeholders. 3.What are the ramifications of Multi-Year or Multi-Decade schedule integration across a program? 4.The importance of keeping stakeholders informed. 5.Pitfalls and roadblocks that must be avoided. Panelists will be available for Q&A after the presentation.

Providing strategic risk assurance and genuine insights within complex projects is difficult. The process of extracting the requisite data and making sense of it can be just as challenging if we don’t employ the right systems to make us more effective, and the guidance to get the right data from stakeholders of all types. In this talk, we’ll discuss some common approaches to managing risk collaboration and their drawbacks – and we’ll look at tools you can use to multiply your impact, and how to reinvest your time on generating real value instead of ‘administering’ your risk processes.

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.

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.

Learn how one team transformed schedule reviews from confrontational to collaborative by replacing assumptions with analysis — educating contractors and owners alike to drive smarter decisions and long-term success.

Coordinating major capital projects at a large city airport requires advanced project controls and digital tools to manage complexity, minimize disruptions, and protect the passenger experience. This presentation describes the development of an Integrated Master Schedule (IMS) that consolidates multiple construction schedules into a unified framework, enabling early identification of critical interfaces and impacts on airport operations. By integrating project BIM models into a federated digital environment and holding regular stakeholder meetings, the team can proactively analyze interdependencies, resolve conflicts, and ensure constructability. A single source data environment ensures consistent, up-to-date information, improving communication and decision-making. Detailed phasing plans and 4D models simulate construction operations and traffic impacts, supporting scenario planning and stakeholder engagement. Virtual design and construction (VDC) deliverables consolidate project information and anticipated impacts, helping maintain a cohesive, passenger-friendly environment. This integrated approach demonstrates how IMS, BIM, and 4D modeling drive efficiency, reduce delays and cost overruns, and support successful delivery of complex airport capital programs.

Mega projects seem to dominate construction news these days. The world is changing rapidly, and these projects represent attempts to manage that change. From building cities from scratch in the middle eastern deserts, to building new transportation systems in densely populated cities. Come and hear from the practitioners about lessons learned and best practices developed for these massive programs, and see how these lessons might be applied to all project types. 1.Key takeaways will include: 2.Best practices for reporting to multiple stakeholders. 3.What are the ramifications of Multi-Year or Multi-Decade schedule integration across a program? 4.The importance of keeping stakeholders informed. 5.Pitfalls and roadblocks that must be avoided. Panelists will be available for Q&A after the presentation.

Project Owners relentlessly track cost, schedule, and performance on major capital project, but too often, they lack the mechanisms to shape those outcomes. In this session, we’ll discuss how project controls professionals can move beyond simply tracking metrics to actively managing and mitigating risks, focusing on collaboration to solve problems rather risk shifting that leads to increased tensions. We’ll discuss a simple governance framework that Project Control Teams can implement in contracts and in practice to: • Forecast and collaborate on risks by implementing a framework that encourages resolution; • Utilize oversight teams to track and identify issues before they occur in real time by identifying the right team to oversee the project; and • Implement strategies to mitigate risks as they arise, such as preliminary cost and schedule models. By weaving in practical “Project Controls” tactics, Owners and Contractors can reframe project controls as neutral project advocates and encourage transparency and faster negotiations instead of being stuck in defensive standoffs. This can result in a win-win for parties. Join Alex McBride and Christina Brunka for a discussion on how smarter risk alignment and simple legal guardrails let Owners and Contractors collaboratively influence project outcomes. Key Takeaways: • See how overly aggressive contract terms can backfire. • Establish collaborative processes to support transparency and faster negotiations. • Understand why “duty to mitigate” must be reciprocal and how to incentivize candid communication. • Learn how to deploy these strategies in practice. Audience Value Proposition: Whether you’re deeply entrenched in capital delivery or looking to sharpen your risk mitigation skills, you’ll walk away with immediately applicable tools that shift the dynamic early in project planning and drive cost certainty through sustained collaboration.

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.

Imagine AI as the secret sauce transforming consulting's landscape – a digital wizardry that's reshaping Project Delivery services with lightning-fast precision! But clients are savvy, and they're not buying the "copy-paste from ChatGPT" magic trick. They want genuine expertise, not just random robot-generated mumbo-jumbo. This session is your backstage pass to AI in the consultancy world. We'll show how we can dance with technology, turning algorithms into strategic allies that supercharge productivity and rocket-boost client value. No more junior talents mindlessly feeding prompts – we're talking about intelligent, responsible AI integration that transforms good consultants into extraordinary problem-solving champions. Project professionals will gain actionable insights into AI's practical applications, learning methods to enhance operational effectiveness and productivity. Clients will discover how forward-thinking vendors are developing sophisticated AI-driven service models to maximize return on investment. Contractors will receive critical perspectives on emerging professional methodologies that leverage cutting-edge technological co-pilots.

Are you considering implementing an Earned Value Management System (EVMS) tool for your project control needs, or have a new EVM requirement for the first time and unsure how to setup your system to deliver? Join our Government Contracting Industry Professionals as they explore the many factors involved during an EVM implementation and the advantages it provides with or without an EVM contractual requirement. We will cover handling legacy data on existing projects that need to be analyzed, prepped, migrated, and reconciled; discuss continuity while executing current projects during setup and testing, as well as new project setup considerations; and present lessons learned along with change-management strategies to help ensure your new implementation goes smoothly. After this session, participants will be able to: • Review a high-level roadmap for successful implementation • Identify data requirements to efficiently setup projects • Analyze differences in approach to existing project migration versus new projects

Mega projects seem to dominate construction news these days. The world is changing rapidly, and these projects represent attempts to manage that change. From building cities from scratch in the middle eastern deserts, to building new transportation systems in densely populated cities. Come and hear from the practitioners about lessons learned and best practices developed for these massive programs, and see how these lessons might be applied to all project types. 1.Key takeaways will include: 2.Best practices for reporting to multiple stakeholders. 3.What are the ramifications of Multi-Year or Multi-Decade schedule integration across a program? 4.The importance of keeping stakeholders informed. 5.Pitfalls and roadblocks that must be avoided. Panelists will be available for Q&A after the presentation.

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.

Project business cases depend on accurately forecasting the duration of the project. This presentation will provide insights into steps an Owner can take to increase the likelihood of delivering capital projects on time. Properly planning and execution the Schedule Management strategy for the project is vital for project on time completion of the project. The processes and tools presented in this presentation cover traditional Project Controls methods as well as the utilization of Agile and Lean Construction Methods aimed to manage project schedules.

Project Controls has never had more powerful tools — yet projects still fail for familiar reasons. The problem isn’t the software, it’s how we lead the people using it. In this session, we’ll explore why tool obsession distracts from the real drivers of success: leadership, learning, and collaboration. You’ll hear how leaders can model the behaviors they expect, build trust during change, and involve allies to turn resistance into momentum. Through relatable examples and practical ideas, we’ll consider how shifting focus from managing tools to leading people can create stronger, more resilient project teams.

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.

Join JMT as we showcase a transformational journey in project controls within a large-scale Capital Program comprising over 186 projects totaling $405 million. Our approach elevated the program from having minimal structure to implementin a fully customized and sophisticated Project Management Information Systen (PMIS). This transformation enhanced transparency, reduced manual errors, and centralized data management-ultimately driving efficiency and consistency across the program. The initial rollout phase focused on establishing a foundation: activating the PMIS with out-of-the-box forms, reports, and basic document control functionality. We centralized information storage, allowing stakeholders to transition from siloed tools--like emails, spreadsheets, and disconnected documents--to a unified system. Even this simple structure significantly improved accessibility, consistency, and collaboration across departments and teams. Recognizing the growing adoption and evolving user needs, the Project Controls team-working collaboratively with partners and stakeholders-pursued continuous system enhancements. Over time, the PMIS was configured to manag the full project lifecycle, from planning and design through construction and closeout. Standardized templates were developed to assign budgets by phase, capture actual costs through invoice integration, and enable automated workflow tracking. With increased data reliability and user engagement, the focus shifted to enhancing transparency and performance reporting. Real-time dashboards were introduced to monitor both program-wide and individual project statuses, providin actionable insights into budgets, schedules, and cash flow projections. These tool empowered leadership and project teams to make informed decisions based on live data, ultimately driving accountability and better outcomes This presentation offers practical insights into how deliberate planning, incremental improvements, and a committed Project Controls team turned a fragmented environment into a high-performing program management platform,

Mega projects seem to dominate construction news these days. The world is changing rapidly, and these projects represent attempts to manage that change. From building cities from scratch in the middle eastern deserts, to building new transportation systems in densely populated cities. Come and hear from the practitioners about lessons learned and best practices developed for these massive programs, and see how these lessons might be applied to all project types. 1.Key takeaways will include: 2.Best practices for reporting to multiple stakeholders. 3.What are the ramifications of Multi-Year or Multi-Decade schedule integration across a program? 4.The importance of keeping stakeholders informed. 5.Pitfalls and roadblocks that must be avoided. Panelists will be available for Q&A after the presentation.

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.

Risk management is often undervalued in project controls, with many organizations defaulting to reactive approaches that address risks only after they escalate. This session explores how to transform risk management into a predictive, insight-driven discipline. Beginning with systematic risk identification, it highlights techniques for building a comprehensive register that accounts for scope, schedule, cost, and external factors. Attendees will learn how to classify risks using structures and influence diagrams, apply dual-phase qualitative and quantitative assessments, and implement continuous monitoring with predictive indicators. The session emphasizes embedding risk into cost, schedule, and performance controls—ultimately showing how proactive, integrated risk management improves resilience, reduces volatility, and strengthens project delivery.

As one of the most active public owners in the Northeast, Massport manages a diverse capital portfolio across aviation, maritime, and real estate. To do so effectively, they needed to unify data from disparate systems and ensure stakeholders worked from a single source of truth. Partnering with Gryps and PMA, Massport tackled this challenge head-on. A key priority was consolidating fragmented cost data across Oracle Primavera P6 and PMWeb. Gryps integrated these systems to deliver program-wide cash flow dashboards with dynamic budget breakdowns, improving visibility into budget versus actuals and enabling proactive risk management. The team also built a program-wide labour rate tracker, aggregating vendor rates to flag anomalies and protect billing integrity. These tools strengthened cost oversight, transparency, and compliance. Today, Massport executives have real-time access to critical metrics, empowering faster, evidence-based decisions and setting a new benchmark for public sector capital program management.

In today’s dynamic project environments, traditional forecasting methods often fall short in accounting for uncertainty and risk. This presentation explores the powerful intersection of Monte Carlo simulation and Earned Value Management (EVM) to produce more accurate, data-driven forecasts. Attendees will learn how probabilistic scheduling and cost modeling can be integrated with EVM metrics to evaluate the full spectrum of possible outcomes, rather than relying on single-point estimates. We will demonstrate how this combined approach enhances visibility into potential risks, supports informed decision-making, and provides confidence levels around critical project forecasts such as Estimate at Completion (EAC) and project completion dates. Practical examples and implementation tips will equip project managers, analysts, and decision-makers with techniques to shift from reactive management to proactive performance control.

The presentation will focus on the importance of project controls in delivery of USD 2 Billion capital projects within the Department of Public Works (DPW) in the City of Baltimore. The presentation will start by giving a historical perspective of project controls as an ad hoc activity, then divulge into the formal organization of projects control within the DPW and underscore the primordial role that project controls play. In addition, success as well as the challenges for projects controls in supporting the execution of capital projects within our organization will be discussed. Finally, share the road map for the future of projects controls in guiding execution of capital projects.

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.

The US Federal government drives more construction in North America than any other organization, without a close second. These projects can range from the building new dams and waterways to installing an irrigation system on a courthouse lawn. During this panel presentation we’ll discuss the challenges of setting up project controls for a wide variety of project types and sizes. We’ll examine a $trillion DoD project, an inner city transportation project, and how the GSA accommodates around 9000 projects each year. Key takeaways will include: What can we standardize when projects vary so greatly? How do you integrate scheduling from multiple teams and funding from multiple and changing sources? How to best track progress at the highest level of a massive project or a collection of many projects? What technologies can best accommodate these variables?

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.

This presentation outlines eight critical challenges confronting the delivery of modern railway network upgrade programs. These challenges, observed across multiple jurisdictions, highlight systemic issues in governance, delivery models, and operational coordination. 1. Promises vs. Progress – The Political Mirage in Railway Programs are often announced prematurely for political visibility—before design, scope, or funding is mature. This anchoring bias results in unrealistic timelines and public expectations that undermine credibility and drive perceived overruns. 2. Aging Rails and Modern Challenges Legacy infrastructure was not designed for high-frequency, electrified service. Integrating modern systems (signaling, traction power) with aging assets presents technical limitations that are frequently underestimated in early estimates. 3. Cutting Through the Red Tape Regulatory and permitting delays persist due to complex jurisdictional overlap and outdated review cycles. Lack of early coordination with authorities leads to misaligned schedules and critical path disruption. 4. Derailing Progress – Labor Shortages and Supply Chain Workforce availability and global supply chain volatility now threaten both cost and schedule reliability. Shortages in skilled rail labor, rolling stock components, and construction materials are becoming program-critical risks. 5. Cities of Cones and Gridlock – Congestion and Limited Workspaces Urban constraints make access planning, staging, and construction sequencing difficult. Competing city works, lane closures, and community disruption often conflict with rail delivery windows. 6. Fixing Tracks – Governance, Staffing, and Lost in Translation Fragmented roles between delivery partners, oversight entities, and operations teams lead to miscommunication and scope misalignment. Many programs lack a unified program governance model to coordinate across contracts and disciplines. 7. Bridging Divides – Stakeholders and Third-Party Hurdles Major third-party interfaces (utilities, municipalities, freight railways) are often under-scoped. Misaligned timelines, unresolved property rights, and unclear accountability result in chronic interface delays. 8. Weaving the Rails – Navigating Program Integration Maze Integration—between systems, civil works, and operations—is often reactive and siloed. Successful network upgrades demand proactive integration management, readiness planning, and continuous coordination from design through commissioning. Together, these challenges demonstrate the need for stronger corridor-based governance, integrated planning frameworks, and early stakeholder alignment. The presentation underscores that modern railway programs are not just infrastructure projects—they are operational transformations requiring structure, discipline, and foresight.

In 2002, the city of Baltimore Department of Public Works (DPW) embarked in a USD 2.5 Billion capital improvement on the sewer infrastructure as part of a consent decree mandated by the regulators. Over the two decades, projects controls played a pivotal role in delivering the project. Due to the complexity and the length of execution of the project, the city has relied on projects controls to ensure that the project is delivered on time, on budget and of desired quality by identifying schedule and cost discrepancies and other performance lapses in all phases of the project from pre-project planning, execution and closeout. In this perspective, project controls reviews and maintains baseline schedule, monthly updates, earned value and risk management as well as change control. In addition, project control takes a lead role in delay and claim analysis as well as settlement of disputes and claims. This presentation will give a synopsis of the successes and challenges that have been encountered in delivering the project.

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.

In this session, we unpack the hard-earned lessons from megaprojects that went off the rails—projects over budget, behind schedule, and teetering on collapse. Drawing on real-world turnarounds, we explore why good intentions and smart teams still fail when fundamentals are lost. We'll cover common breakdowns: mistaking activity for progress, letting silos kill integration, ignoring early warning signs, and making decisions without real-time data. Attendees will learn how to spot these red flags early, create systems that surface the truth, and foster alignment, clarity, and accountability at every level. This isn't theory-its the practical playbook we've used to bring troubled projects back from the brink. If you're leading large, complex, mission-critical work, these lessons could mean the difference between finishing strong… and not finishing at all.

As capital programs grow in size, complexity, and risk, project controls professionals face a mounting challenge: how to deliver accurate, timely cost management in an environment of uncertainty. Traditional tools and manual reporting no longer suffice. The future of project controls lies in AI-enabled cost management—where predictive intelligence, automation, and data-driven decision-making fundamentally change how projects are planned, monitored, and delivered. In this session, Contruent will showcase how AI can eliminate human bias, optimize cost forecasting, and deliver actionable insights across the project lifecycle. Drawing on Contruent’s AI strategy and 25+ years of cost controls expertise, we will explore breakthrough innovations such as: 1. Automated Preconstruction planning 2. Intelligent user assistants, data validation and risk detection 3. Automated performance data capture 4. AI-enabled business intelligence 5. Generative AI-powered cost forecasting Attendees will leave with a clear vision of how AI will reshape cost management and how to prepare their organizations for the AI-powered future of project controls.

Omega 365 have been proactively integrating AI directly into our Omega 365 product suite. We will demonstrate how AI is enhancing our offerings in the areas of Scheduling, Risk Management and Document Control / Management.

"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

How do you manage large data sets on newly established entities that have to mobilise and integrate 1,000s of people quickly across multiple organisations? This presentation will explore the complexities of establishing systems and processes for mega projects that are being delivered as alliances or joint ventures. Drawn from experience on over USD100bn in infrastruture delivery on multiple continents, Mark will explain how UniPhi's transaction transparency has allowed organisations like Arcadis, Jacobs, GHD and AECOM provide audit ready commercials to their clients while also monitoring bottom up performance metrics to assist management power forward the benefits of such alliances.

"The rapid evolution of Generative AI and Large Language Models (LLMs) is reshaping how capital project organizations operate, offering both significant advantages and emerging challenges. This presentation provides a foundational understanding of generative AI, what it is, how it works, and how it fits within the broader AI ecosystem. While the potential is considerable, the risks cannot be overlooked. This presentation addresses key concerns, including algorithmic bias, hallucinations, privacy, and the current gaps in regulation. With high-stakes capital investments on the line, the need for Responsible AI has never been more urgent. Core principles such as fairness, transparency, accountability, safety, and governance will be explored, along with practical steps for embedding these values into organizational processes. Participants will also review emerging guidance from governments, industry groups, and academia, and discuss how to align AI strategies with corporate oversight, vendor engagement, and procurement frameworks. Whether you're leading digital transformation or setting policy, this session will equip you with the insight needed to harness the power of AI—responsibly and effectively—in capital project delivery. "

Sabigi Kona WillieWhat We Missed and What We Fixed: Lessons Learned from the Field in Project ControlsOen Project Controls is analyzed through technical lenses, and is de#ned by project schedules, data, and budget forecasts. However, during the project lifecycle, there is a reason and story behind every baseline shi, schedule delay or change order. This presenta*on takes a storytelling style to explore the human side of project controls: what we missed, what we #xed, and what we learned.Deriving from over a decade of hands-on experience across transit, u*li*es, nuclear, tolling, #ber, and federal sectors, this session shares real-world lessons learned from the trenches. From overlooked scope slips that unraveled a $200M baseline, to risk registers that collected dust while early warnings went unno*ced, these are not hypothe*cal case studies—they’re the scars and victories that shaped our approach to planning, monitoring, and controlling projects.One story revisits a large infrastructure project where a siloed communica*on culture between cost, schedule, and engineering teams led to duplicate e3orts and missed change impacts. Subsequently, this led to a $25M overrun due to late recogni*on of risks. As a resolu*on, we implemented integrated controls reviews and cross-discipline working sessions that improved team alignment and created early visibility into scope con7icts.Another example comes from a federal program where our schedule looked clean on paper, but the reality of what was being done in the #eld told another story. Field produc*vity lagged, yet metrics failed to trigger concern. The oversight resulted in our reliance on lagging indicators and percent complete, without analyzing planned crew e3ort vs. actual in real *me. Once we switched to performance-based tracking and daily #eld updates, integrated with schedule updates, variances were caught early, and recovery plans were immediately implemented.This presenta*on also covers the soer side of Project Management Opera*ons (PMO), leadership, stakeholder management, and culture. One pivotal lesson came during a #ber network rollout, where *ght deadlines led to unrealis*c forecas*ng to appease client pressure. This resulted in overworked and overstressed teams and missed milestones. As a team, we learned that honesty in repor*ng builds trust. We changed our approach to earned value repor*ng, integra*ng narra*ve explana*ons and holding “what-if” scenario reviews with the client, turning tension into collabora*on.Each lesson presented follows a structure: the ini*al slip, the impact it caused the project and teams, how it was resolved, and the long-term takeaway. The goal isn’t just to relive our blunders and mishaps, but to provide ac*onable insights that a=endees can apply on their own projects. Whether you’re a cost analyst, scheduler, or project controls manager, these stories are designed to resonate, challenge, and inspire process improvement.Ul*mately, this presenta*on serves as a reminder that project controls is more than soware and spreadsheets; it’s about building and foster rela*onships, transparent communica*on, and learning from what didn’t go right the #rst *me. In sharing the real wins and real failures, we aim to spark discussion on how our #eld can evolve and be=er support the successful delivery of complex projEcts

Complex projects generate massive schedules that are impossible to manage manually. As a result, project teams often operate reactively, missing risks until it’s too late. This session explores how structured information transforms raw scheduling data into actionable insights that improve communication, highlight risks earlier, and support proactive decision-making. Caity Taylor from Nodes & Links will demonstrate how AI can turn overwhelming project data into clarity, while Jennifer from AECOM will share how her team applies these capabilities across large-scale projects. Together, they will highlight the tangible business impact of structured insights: better risk visibility, improved stakeholder reporting, and measurable ROI. Attendees will leave with a deeper understanding of why structured information is essential for de-risking complex schedules—and how organizations like AECOM are already putting it into practice.

Amid growing technological complexity, overburdened contracting professionals, and prolonged procurement timelines, the Department of Defense (DoD) faces increasing pressure to adopt innovative solutions. This panel will discuss how artificial intelligence (AI) can reduce inefficiencies, enhance decision-making, and improve outcomes across the acquisition lifecycle. Early DoD pilots show promise, but challenges remain, including cultural resistance, fragmented systems, data infrastructure gaps, and regulatory hurdles. Fear of job loss and limited AI literacy hinder adoption, highlighting the need for user-friendly tools and workforce training. The panelists will give a phase-by-phase analysis of where AI can be embedded in the acquisition lifecycle – from planning to contract closeout – and cover the factors that will help contribute towards the successful integration of AI-enabled technologies in DoD contracting operations.