With ever increasing demand for project delivery excellence, this presentation will provide the PMBOK essentials of communication overlayed with Jennifer's experience to empower the project team to create better outcomes and solve risks and issues more innovatively as they arise.

Ten steps for project success - Earned Value Management is the tool. Earned Value Management (EVM) is an excellent tool, but if it isn't utilised, or is used irregularly, then it does not benefit the project. As the leader of the project, it is imperative that the Project Manager understands how the data is calculated, where the numbers come from, and what events lead to the current state of the project. That way, the information can be interpreted correctly, and actions can be taken to ensure project success. Just using Earned Value to manage your project doesn't automatically guarantee success. In fact, using it incorrectly can even be more harm than good if it is not fully understood well. Sanjiv is going to talk about the proper implementation of Earned value Management as a tool for project success to ensure the project delivery on time, and on budget with simple ten steps.

Stress is a normal part of daily project manager’s life that can be positive or negative. Left un-managed, it can lead to mental disorders It can be associated with work, family or personal relationships and usually means that something is happening that's causing worry and affecting how we are thinking and feeling. Signs of stress in the workplace can occur due to various factors. While no amount of grit can make this condition disappear, there are simple strategies that you can employ to make it through the bad days—and even improve your mental well-being and productivity in the process. Paired with Neuroscience, this course has the transformation potential to change the brain on stress and get in the way for personal project and organizational success. Discover how the neurochemicals can empower people to trust, support, accept and align the brains potential. The objective of this unique module is to foster neuroscience based stress & mental health educational series.

- Introduction on how change management plays a pivotal role in driving adoption and usage in Digital Transformation projects - Definition of change management from Prosci perspective - Emphasise on why change management is important to achieve project objectives and organization benefits - Consequences of not having change management in projects - What are the 3 human factors that determine Return of Investment (ROI) of change management that are directly related to achieving project objectives and organization benefits - What are the two complementary disciplines with a common objectives in any projects - Research data on correlation between the effectiveness of change management and project success - Who is Prosci and why Prosci - The two Proscci Change Management Models and 3 Phase Methodology - Program offerings.

This presentation is made for Project Managers, Construction Managers, Employers, Engineers, Architects and Professionals who are not planners, schedulers and or delay analysts. The purpose of the presentation is to provide basic training to deal with project delays, time extensions and time related claims. You will be able to understand different methods of delay analysis, delay analysis terminology and to follow the schedule delay analysis process along with Attorneys and Experts. Sample exercises are included in the presentation which provide steps in reviewing and assessing types of delays, and schedule delay methods commonly used. You will understand the basics of making determinations of extensions of time for compensable delays and non compensable delays.

This session will provide an introduction to the NEC family of contracts. It will cover how it achieves its three main aims compared with more traditional conditions of contract. These aims are greater: - Flexibility, which relates to range of applications and risk allocation; - Clarity and Simplicity so that users, rather than lawyers, can understand and apply it; and - Stimulus to Good Project Management, in the belief that good project management increases the likelihood of a project's success ! For the last of these, Jon will expand upon the project controls aspect and the use of contract.

Due to the great demand for schedule analysis, baselines, and follow-up schedules that are generated week after week in projects, the need arises to be able to analyze them quickly, interactively, and efficiently. There are different software to be able to do it, however with the help of Power BI and using the direct connection to the SQL database of Primavera P6 (without intermediary excels) you can analyze the quality of schedules, automatically calculating each parameter evaluated in the 14 DCMA points. The presentation will review the main theoretical and practical aspects to analyze the quality of schedules in this way.

This presentation is made for Project Managers, Construction Managers, Employers, Engineers, Architects and Professionals who are not planners, schedulers and or delay analysts. The purpose of the presentation is to provide basic training to deal with project delays, time extensions and time related claims. You will be able to understand different methods of delay analysis, delay analysis terminology and to follow the schedule delay analysis process along with Attorneys and Experts. Sample exercises are included in the presentation which provide steps in reviewing and assessing types of delays, and schedule delay methods commonly used. You will understand the basics of making determinations of extensions of time for compensable delays and non-compensable delays.

With various investments required in the industries in mind and taking account the importance of planning the projects that support these investments, this paper talks about one of the pillars of projects’ success: budget completion. Being under the project budget is more than control the budget values. The management of all areas of knowledge with close relationship with the cost estimation team is considered as a fundamental importance, since everything that refers to the project, in some way, interferes in its total value and, consequently, in the return expected from the business. There is a perception of the tendency to underestimate this important stage, the preparation of CAPEX. In this presentation we will discuss the importance of investing in the elaboration of cost estimates, from conception to completion of the project's development phases.

Lean Thinking has been developing for decades in order to add maximum value with minimal resources. Currently, in the construction sector, its principles are used to generate predictability and productivity from the construction site to the strategic levels of companies. An important part for this growing adoption is related to the benefits lean management routines generate when applied in construction projects. Based on collaboration between different parties, on the agility of identification and problem solving, and on the focus on it engages in the right KPIs, lean management has enhanced the results of project controls. This presentation will show how the application of lean management integrated to project controls has transformed the way several capital projects are managed in Brazil. It will pass through the process of moving from a traditional management to a lean management, how to structure routines for different hierarchical levels and, finally, some real benefits that a few mining & metals capital projects are achieving with this approach. Lean Thinking has been developing for decades in order to add maximum value with minimal resources. Currently, in the construction sector, its principles are used to generate predictability and productivity from the construction site to the strategic levels of companies. An important part for this growing adoption is related to the benefits lean management routines generate when applied in construction projects. Based on collaboration between different parties, on the agility of identification and problem solving, and on the focus on it engages in the right KPIs, lean management has enhanced the results of project controls. This presentation will show how the application of lean management integrated to project controls has transformed the way several capital projects are managed in Brazil. It will pass through the process of moving from a traditional management to a lean management, how to structure routines for different hierarchical levels and, finally, some real benefits that a few mining & metals capital projects are achieving with this approach.

The Brisbane Olympics 2032 are set to be the world's first 'climate positive' Olympics, with more carbon savings than emissions. This is a game changing commitment not only for Brisbane and Australia, but also for the shift in mindset that it creates globally. The means to an end will be an interesting journey however, as reuse and recycling of existing venues and infrastructure will not meet this goal alone and the capital construction component will also need to contribute, as will the technology solutions supporting, powering and innovating those projects from the inside out. In this presentation, Loretta will explore the role that technology plays in achieving net zero in a capital construction environment, from counting and measuring carbon in order to reduce it; to the technology and componentry selected to support vehicles, transport, supply chain, safety and staff.

In complex projects, the volume of data continues to grow exponentially, but most organisations are not keeping pace. Deep inside this data, there is treasure to be found, and most organisations don't know that it's there, much less how to access it or leverage it. Across the various participants (Owner, EPC Contractors, Suppliers, Partners, etc.) there are a variety of systems and spreadsheets requiring an enormous amount of effort to maintain. Information is slow to travel, reports aren't accurate, and decisions are being made too late to affect the project. The team works hard through planning and execution phases, discovering what works and what doesn't. Learning countless new lessons about cost / schedule performance, supplier capabilities, engineering designs, product quality, construction productivity, and other best practices. But when the project ends, where does this knowledge go? The team often takes it with them to their next project, which is good for them and their career development, but unbelievably wasteful for your organization to re-learn what it already knows. This presentation will explore the potential and the pitfalls of emerging technologies in capital projects and portfolios - and how it can be used to tackle some of the issues which continue to impede project success.

Major projects have a high likelihood of suffering cost and time blowouts. We show how Artificial Intelligence is like a project "heart rate monitor" that helps to improve project certainty through providing both highly accurate and early warning of project distress, and active guidance on performance recovery.

Owners use system-generated project reviews to mitigate the risk of delay while significantly lowering manpower cost. A mega project with owners from different public sector companies each with their own reporting structures and formats, executed at three locations would typically require a very large number of dedicated people/teams just for monitoring and controlling the project. The solution was to have a common platform for capturing the data from multiple contractors so that the data could be analysed and reported in near real-time to the various stakeholders. Such a platform was set up after a consensus was reached on the reporting formats and structure for the various levels of management teams. The project stakeholders at different geographical locations were able to view the progress of the project through interactive dashboards which were accessible from mobile apps and desktop.

Programs are made up of many inter-related projects. Whilst individual project managers will be aware of their interfaces with other projects, each project will typically manage its risks independently. Each will have its own risk register and its own risk treatment actions, but how easy is it to see similar or connected risks across multiple separate registers and find common ways of managing them? In this webinar we’ll look at how being able to easily find and connect risks across your program (and beyond) enables you to identify systemic risks and manage them at the most cost-effective level. Moreover, we will explore visualising, rather than just listing the connections to kick-start informative risk conversations, enabling your project teams to co-operatively and proactively manage risk and take opportunity.

Initial impressions and lessons learned from deploying Safran Risk Manager to stand-up a risk program. Plus, client feedback on Safran Risk Manager standard reporting features and methods to develop enhanced reporting through API/Power BI interface.

Low code tools offer the potential to transform multiparty collaboration for Project Delivery Professionals. The advantages of a low code development approach is the ability to build, experiment, learn and iterate quickly. Planning and delivering value incrementally and cumulatively, whilst enabling agility and adaptability. They enable solutions to be delivered specific to problems occurring on your projects, and give you full control over your own data and IP, with low per-user costs. They should form a crucial part of your technology eco-system alongside other proprietary software. Low code tools have dramatically lowered the bar to software development. With the increasingly competitive tech skills market and the exponential change in technology, they will become an increasingly important component of project delivery. I will demonstrate the value of these tools for business use and project delivery through some simple case studies. These examples include a design information management tool and project benefit realisation solution. Both of which were conceived at one of our two day Project Hackathons.

Takt is an old concept that is making more of an appearance in today's lean construction industry. With the current limitations on resources and labor, construction is also feeling the need to find alternative ways of conducting business. Takt time planning is one of these ways. The five steps of Takt planning include data collection, zone definition, trade sequence identification, balancing the plan, and finalizing the plan. In this session we will provide a brief summary of Takt, Takt time planning, and the application of this method in real-life with the inTakt software. Benefits and challenges of Takt time planning are touched upon, and the conclusion is that the use of Takt time in construction projects provides a sustainable alternative that maximizes efficiency.

Marine Engineering Polytechnic Bagan Datuk, Malaysia is a design and build project under the Ministry of Higher Education Malaysia. UMP Holdings Sdn Bhd has been appointed as a BIM consultant to lead, facilitate, and manage the entire BIM implementation process, including design development, construction, and as-built. The scope of services includes the developing of a BIM Execution Plan, development of multidisciplinary BIM Models, the extraction of BIM deliverables, coordination, and the implementation of Room Data Interaction (RDI) for Marine Engineering facilities. Other than the hospital, Polytechnic Bagan Datuk is the first project under the Public Works Department that requires RDI.

BIM/VDC are usually introduced to project teams as an individual activity to be implemented for a certain period, this creates the feeling that BIM/VDC is only for specific people (usually the VDC team) and as an added-on process not the "newer version" of the process. In this presentation Mohamed will show how Bird Construction is currently implementing a Digital Construction program that will digitally transform the business in Five to Seven years.

We will present the benefits, process, Quality control parameters, and some international BIM Case studies. This session will cover all aspects of the project management using BIM and the benefits it brings on-board.

The idea in the 4D construction simulation is to link the Model with the Schedule using the Activity ID/WBS in which it will be embeded within the BIM models to support the mapping exercise. What if this process is totally changed to a whole intelligent framework that includes all the needed and critical information i.e.(Procurement, Human Capital, Packaging,etc.),additionally, it will support the decesion making process by giving a data driven scenarios and solutions

- Innovation in Construction Industry. - The BIM 4D Modeling and Information Workflow . - The 4D BIM Road map Through The Project Life-cycle. - The Integration Between The 4D BIM and Other Technologies.

Precast is the future of the construction industry. We're seeing a virtuous circle of BIM and automation in factories. The machinery that is increasingly being used in precast manufacturers requires the type of exact data that a 2D method cannot provide. Drawings are ineffective. As a result, organizations are being pushed into BIM by already-automated processes. Meanwhile, if you're using BIM, you have a model containing information that you can pass to machinery, making factory production even more efficient than on-site casting. Adoption of BIM, on the other hand, encourages manufacturing automation. BIM-based solutions also assist supply chain management in completing tasks more quickly and productively.

Abdelrahman has 14 years of diverse digital construction experience (Steel Fabrication, Software Provider, Design, Environment/Energy, & Construction) with 2 Masters's degrees and one scientific publication. Besides, he has strong experience in Computational Design, 4D, and Laser Scanning. He was the BIM Manager (Program) for the busiest and largest airports worldwide, DXB & AMI (40bn$). He is currently BIM Manager for the DGDA 1 portfolio in KSA. He is also an Advisory Council Member at the UAE Society of Engineers, Digital Engineering Chapter. Abdelrahman has strong knowledge in AI/ML, Blockchain, IoT, Digital Platforms, etc. He obtained several certificates (Innovation & Strategy) from MIT Sloan in Digital Business, Neuroscience for Business, Digital Platforms, Breakthrough Customer Experience Strategy, Design Thinking & Algorithmic Business Thinking.

With modern construction projects relying more heavily than ever before on BIM processes, it's time to make the switch from traditional Project Management methods to Advanced Digital Project Management! Don't get left behind in the new world of design and construction! Upgrade your skills and knowledge today by learning about the exciting new field of digital project management! Join us as we present how you can be a part of this exciting new revolution!

Most of the stakeholders are engaged from the beginning of the project. The presence and involvement of stakeholders tapers towards the end. The Project does not close even after all the deliverables are completed, delivered or constructed. What are the other elements that need to be taken care of? What are the critical activities that follow, leading to project closeout? What is Technical, Contractual and Financial closeout? How does Project Controls function enable harmonious closeout? These and other points we will address in this masterclass.

Running quantitative schedule risk analysis, time impact of every risk on total project schedule is always asked by project team members. Some practical ways are currently taken by project risk analyzers to fulfill this expectation. However, these ways are relatively satisfying project practitioners, their validity and accuracy is under question. Investigating methods which are using in today project risk management environment, the root causes of all inconsistencies are firstly not following probabilistic approach, secondly inconsistency of questions with answers, and lastly imprecise methods to find answers. This paper introduces current attempts to calculate time impact of each risk on total project schedule, discovers their problems, introduces the root causes of problems and finally proposes some precise ways to improve accuracy of results. Improvements start from rectifying approaches and then go through technical methods.

Accrual accounting is a method of allocating project expenses to a specific accounting period to arrive at incurred cost applicable to the project in that period. It represents the value of work done up to the period that are not yet paid. Upon approval of the value of work done by project manager, contractors and vendors will submit the relevant billings to claim for payment from project owner. The cost accrual amount can accumulate to a big amount if there are delays in approving the billings from contractors and vendors. Effective monitoring and controlling the amount of cost accruals outstanding at month end help ease the cashflow constraints to the subcontractors and vendors and support good delivery of project performance. This paper looks at different methods of recognizing the project cost and how the project cost accruals can be monitored and controlled through project cost accrual days calculation. Tracking the project cost accrual days over time, will also help company identified systemic issues in the processing of project billings from the contractors and vendors. Company should use the information to improve the processing cycle and the benefit to company would be in the form of good project performance and potentially lower project cost.

Hidden cost are the alarming costs which can quickly doom any smooth running, well planned and managed project. Poor project sponsorship always leads to sub-optimal decisions. Due to lack of decision making ability resources are spent on un-beneficial activities where costs are incurred with little progress. Absence of risk management or governance process in the team members will be unwell to take accountability for their decisions due to not being properly appraised. It will manifest itself as a lack of decisiveness and a violation to commit to a course of action. Key problematic areas of the project are lack of transparency, absence of a co-operative culture, communication gaps, information are being withheld and development of team silos. Unnecessary work will reduce productivity and continue to drain the cost of the project after the closure too. Project teams struggle with proper vision which misleads the end product. Incomplete project plans and documentation create confusion among the project team. A Lot of time are required for rearranging the project information and to find out what to be done. With good project management, sponsorship and a cohesive team’s one can deliver the project on the same estimate and time. Project overruns, undelivered on time or exceeding budget because of hidden cost, are not accounted from the start and only show up in practice or under a comprehensive audit. Less productive team will take longer to get through the same amount of work with scope. Quality and cost hit badly to meet deadlines. Project timelines are reviewed explicitly on the ground of hidden costs.

Post COVID-19 the construction industry is transforming into a technology-centric environment. Owners, Stakeholders, Project Managers and other project professionals are increasingly looking towards digital solutions to monitor project schedule and cost; comparing, and analyzing variations in project progress; and determining steps for mitigating risk or improving action through forecasting and further activities. This presentation will talk about all the dimensions of project controls i.e., scope, schedule, cost, and contract. It will also tell us how to ensure that a project remains within budget while meeting its scope, quality, and performance requirements through budgeting, scheduling, change order management, and predictive analysis from project data.

Do I Have to Keep Upselling My PMO to Take it Forwards? If most of us think our PMOs are undervalued – but perhaps to keep explaining the traditional value message is just playing the same old record over and over. It doesn’t always work. Perhaps we should be adding more value and supporting a more senior set of customers with the capability a PMO can provide….?

This article describes a Methodology for cost control in construction, used by builders and subcontractors in different sectors such as buildings, infrastructure, mining, roads and light and heavy industry. In addition, an integration with other project controls tools such as: Earned Value Management (EVM), Weekly Production Report (ISP), Last Planner® System Tools and Risk Control Matrix is proposed for its use and application; all this to achieve total management in construction projects. The key definitions, sources for obtaining information, components and methodology will be explained; as well as an example.

To “be agile” a person must understand the values of individuals, working product, collaboration and response to change first expressed in the Agile Manifesto. These values have been expanded upon by various approaches such as scrum, XP, lean, PMI, SAFe and Disciplined Agile. Collectively those approaches stress incremental planning, feedback, flow, vision, leadership, quality, life cycles, and much more. The presentation summarizes the ideas needed to be agile in a simple Agile model that is useful to people practicing Agile approach and for those who are new to Agile and just trying to discover the essence of it.

Almost always, there is more than one way to depict logic. While some people tend to simplify, others enjoy complicating things. While none of these methods may be classified as “wrong”, we can see significant improvement in efficiency when simplifying. Simplifying helps the project management team members better understand the schedule and its intrinsic details. It also facilitates many scheduling and project management functions, leading to better and more efficient results. This presentation gives hints on how to simplify the CPM schedule, covering both the schedule creation stage as well as the updating and control stage. We start with the work breakdown structure (WBS) and the definition of activities and milestones. We use mostly Finish-to-Start relationships with minimum lags and constraints. The development of powerful computers and software provided us with ability to handle projects with huge number of activities, so we have fewer restrictions on the size of the project in terms of number of activities.

Clients frequently express concerns that their projects are not releasing contingency in line with risk reduction and as such projects are over forecasting spends in period and this is leading towards yearly forecasts being underrun year on year and are thus preventing this money being utilised by the business for other projects. This presentation is Turner and Townsend's view on how this contingency can be better managed and rundown against common rules and addresses the human side of contingency ownership and risk appetite especially in this post Covid world