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.

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.

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.

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.

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.

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.

For over a decade, the criteria published in the U.S. Government Accountability Office’s Schedule Assessment Guide has been used to assess the reliability of program integrated master schedules across federal departments and agencies. This presentation is a continuation of insights and observations from 12 years of findings, including which of the Guide’s 10 best practices are typically met or not met; common causes for why schedules do not meet best practices; and how agencies have addressed our recommendations for high-quality master schedules.

"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."

"In the dynamic landscape of modern project execution, risk management remains one of the most critical - yet often underutilized - disciplines within project controls. While many organizations recognize the value of managing risk, their frameworks often rely heavily on reactive strategies that address risks only after they escalate into issues. This presentation proposes a comprehensive transformation from reactive to predictive risk management by introducing structured methodologies, analytical frameworks, and integration with broader project control functions. The session begins by examining the cornerstone of effective risk management: accurate and systematic risk identification. Too often overlooked or inconsistently applied, this initial phase forms the foundation for all subsequent risk activities. The presentation explores practical techniques for identifying risks across multiple project dimensions - scope, schedule, cost, resources, and external factors - using a combination of structured brainstorming, historical data evaluation, subject matter expertise, and organizational knowledge repositories. This ensures a complete and context-aware risk register from the outset. Once risks are identified, the focus shifts to classification and visualization. Rather than treating risks as isolated events, this approach emphasizes the use of hierarchical breakdown structures and influence diagrams to uncover interdependencies and cascading effects across the project lifecycle. This allows for a more system-oriented view of risk behavior, revealing how seemingly minor risks can propagate into broader project challenges. Logical categorization improves prioritization, resource allocation, and mitigation sequencing. The next section of the presentation covers dual-phase risk assessment - qualitative and quantitative. Qualitative assessment helps teams rank risks based on likelihood and impact using structured scoring models and heat maps. This enables quick identification of high-priority threats. Quantitative analysis builds on this by evaluating probabilistic outcomes under uncertainty, helping teams forecast how risk exposure may influence key project metrics such as budget, schedule, and resource consumption. This predictive insight is essential to creating more resilient plans, realistic baselines, and robust contingencies. Following assessment, the presentation addresses one of the most frequently neglected areas: risk monitoring and control. Risk is not static; it evolves throughout the project lifecycle. As such, continuous monitoring is critical. This session outlines an approach for tracking risk triggers, updating the risk register dynamically, and aligning mitigation actions with changing project realities. It emphasizes the role of real-time data collection, threshold-based escalation models, and predictive indicators to provide early warning signals. This empowers teams to intervene proactively, rather than reactively. A key theme throughout the presentation is integration - ensuring that risk management is not treated as a standalone function but embedded within the broader project controls ecosystem. Risk exposure must inform cost reserves, schedule buffers, procurement timelines, and performance baselines. Integration enables better alignment between mitigation strategies and operational execution, ultimately improving outcome reliability. The session concludes by offering actionable recommendations: fostering a risk-aware culture, institutionalizing structured risk reviews, leveraging historical project performance data, and aligning governance protocols with predictive capabilities. Participants will leave with a clear, step-by-step methodology for maturing their risk management approach - from reactive response to a proactive, insight-driven model. By embedding structured

complex portfolio of capital projects across aviation, maritime, and real estate. Managing these projects efficiently requires harmonizing data from disparate systems and ensuring all stakeholders are aligned with accurate, timely information. Gryps and PMA partnered with Massport to help achieve just that. At the core of this partnership was a shared goal: unify data across legacy platforms and build a program-wide source of truth for smarter, faster decision-making. One of the early priorities was solving for fragmented cost data across Oracle Primavera P6 and PMWeb. Gryps worked with PMA and Massport to integrate these systems and deliver unified, program-wide cash flow visualizations—complete with dynamic budget breakdowns by cost codes. These dashboards not only improved visibility into budget versus actuals, but also helped project controls and finance teams proactively manage risk across dozens of active jobs. Gryps, PMA, Massport also developed a program-wide labor rate tracker, which became critical in maintaining billing integrity. By aggregating labor rates from across vendors and tying them to historical trends, the tool provided an automated way to flag outliers. This empowered Massport to ensure contractors remained within expected billing norms, strengthening cost oversight and compliance. This partnership between Gryps, PMA, and Massport has dramatically improved transparency and coordination across their capital program. Executives now have real-time access to the metrics that matter most, enabling faster, evidence-based decisions across planning, procurement, and project delivery. Through data integration, custom analytics, and AI-powered insights, Massport has set a new standard 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.

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.

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.

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.

"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

"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

In complex engineering projects, staying on schedule and within budget is a constant challenge. Traditional methods of project control often struggle to keep up with changing conditions and unforeseen risks. This paper discusses how advanced data tools are improving the way project teams plan, monitor, and make decisions. By analyzing real-time and past project data, these tools help predict potential delays, cost issues, and resource bottlenecks more accurately. They also support quicker responses by highlighting risks before they grow into major problems. Through examples from large infrastructure and industrial projects, the paper shows how these approaches are helping teams make better decisions and improve overall performance. It also covers the hurdles involved, such as connecting different systems, interpreting results clearly, and making sure the insights are practical for everyday use. The goal is to show how modern project control is moving toward a more proactive and informed way of working, leading to better outcomes in complex project settings.

The U.S. Department of Defense (DoD) has requested $310.7 billion in funding for Fiscal Year 2025 dedicated to Procurement, Research, Development, Test, and Evaluation (RDT&E). This includes an allocation of $167.5 billion for Procurement and $143.2 billion for RDT&E. As the largest federal contracting entity, the DoD awards contracts across a wide spectrum, from major weapon systems to software development to food services. To support these vast acquisition programs, the DoD relies on a skilled acquisition workforce equipped with the management, technical, and business capabilities needed to oversee these programs and activities from conception to completion. However, the rise of technologically advanced strategic adversaries highlights the need for the DoD to streamline its acquisition practices. Modernizing these traditionally time-consuming processes to include technologies like artificial intelligence (AI) is critical to bolstering acquisition professionals’ efficiency and effectiveness. To address these challenges, The MITRE Corporation and the National Defense Industrial Association’s (NDIA) Emerging Technologies Institute conducted a joint research initiative. In October 2024, MITRE and NDIA ETI co-hosted a symposium on “Leveraging AI in Acquisition,” which explored potential AI applications to enhance the defense acquisition workforce and their processes. Drawing on insights from the symposium and interviews with AI and acquisition experts, the research team identified key acquisition areas where DoD-developed and commercial AI could be applied, as well as the barriers to integrating AI within various federal acquisition phases. These targeted areas for AI application potentially include: • Market Research • Request for Proposal/Quote Creation • Evaluation • Contract Management While the integration of AI holds significant promise for enhancing defense acquisition, certain critical functions must remain human-led. This research offers a range of recommendations to support the transition to a modern, AI-enabled acquisition system and offers strategies to address structural and cultural barriers.