Your SlideShare is downloading. ×
ICC2012 Malaysia
Upcoming SlideShare
Loading in...5
×

Thanks for flagging this SlideShare!

Oops! An error has occurred.

×
Saving this for later? Get the SlideShare app to save on your phone or tablet. Read anywhere, anytime – even offline.
Text the download link to your phone
Standard text messaging rates apply

ICC2012 Malaysia

192

Published on

Published in: Business, Technology
0 Comments
0 Likes
Statistics
Notes
  • Be the first to comment

  • Be the first to like this

No Downloads
Views
Total Views
192
On Slideshare
0
From Embeds
0
Number of Embeds
1
Actions
Shares
0
Downloads
1
Comments
0
Likes
0
Embeds 0
No embeds

Report content
Flagged as inappropriate Flag as inappropriate
Flag as inappropriate

Select your reason for flagging this presentation as inappropriate.

Cancel
No notes for slide

Transcript

  • 1. Effective Governance Of Mega-Projects Using Real-time IT And RFID Technology Dr. Tahir Hanif PhD MSc MCIOB MAPM MACostE MIC CMC MRICS Project Control Specialist – Public Works Authority (ASHGHAL), State of QatarInternational Construction Conference on"Challenges of Global Mega Projects - Modernising Construction For Project Excellence“15th – 16th February 2012 – Kuala Lumpur Convention Centre (KLCC), Malaysia
  • 2. Presentation Outline Part 1- The challenges we face today Part 2 - The problem with traditional reporting Part 3 – A practical solution to effective reporting Part 4 - Summary & Conclusion Questions & Answers 2
  • 3. The Challenges We Face Today Part 1
  • 4. In The Past ... We used to have „stable‟ environments Things used to move at a steady pace Prediction allowed us to prepare good forecasts We prepared paper reports Complexity was manageable We relied on models to understand our environments Traditional Project Management provided the ability to „plan‟ and „control‟ 4
  • 5. Project Management Timeline Predictive Project Management (1896) Karol Adamiecki develops the(1903) The Wrights brothers flight Harmonogram  (1914) World War 1 starts (1911) Frederick Taylor publishes „Principles of Scientific (1918) World War 1 ends  Management‟ Gantt uses Gantt Charts (1914) Henry (1939) World War 11 starts  (1945) World War 11 finishes  (1957) CPM developed by Remington Rand (1969) Space craft „Eagle‟ Univac PERT developed as part of the Polar Missile (1960) lands on the moon  (1965) IPMA established Program First test flight of Concorde (1967) Earned Value used by the US Government (1969) PMI established (1970) APM established (1985) Theory of Constraints developed by Dr. Goldratt (1991) Rapid Application Development devised by James (2000) Dot com crash  Martin(2008) Financial markets crash  (2001) eXtreme methodology developed (1991) SCRUM Programming (XP) developed by Kent Back(2012) Current financial crisis !  (2002) AGILE manifesto comes into existence (2004) Extreme Project Management promoted by Doug (Euro zone) DeCarlo (2005) International Centre for Complex Project Management established Adaptive Project 5 Management
  • 6. Challenges We Face Today Projects are more dynamic Still using techniques developed for stable environments We need more flexibility and „real-time‟ information Lack of project management skills & understanding Too much use & reliance on IT without consideration Commercialisation of „Project Management‟ A serious lack of passion for work 6
  • 7. The Perfect Definition Of Project Management “The art and science of converting vision into reality” (Turner 1996) Project Management 7
  • 8. The World of Projects PRIVATE PUBLIC SECTOR Organisation Goal SECTOR External * Enhance Environment Shareholder * Benefits value * Value for money Political * Maximise profits * Transparency Economic * Reduce costs Portfolio Social * Increase market Technological share Legal Environmental Programme Project Internal Environment8
  • 9. The Problem With Traditional Reporting Part 2
  • 10. Which Environment Is Your Project In? Feedback Stable Environment Development of plans /approach etc Dynamic•Schedules•Estimates Environment•Forecasts etc Project Team 10
  • 11. „Iron Triangle‟ or „Iron Octagon‟? Traditional Project The future! Management Environment Sustainabilit Quality 7 6 y 3 Stakeholder 5 Health & Communicatio 8 Safety n “Iron Octagon” “Iron Triangle” Cost 1 4 Benefits 1 2Cost Time 2 3 Time Quality Slide Nr 11
  • 12. Difference Between Data Date & Report Date  Data date n n Report production n n Client review n n Time Lag12
  • 13. The Issue With Traditional Reporting Monthly reports take too long to produce Information is largely historic Report is not 100% reliable Need to remove bias and opinions Need a reporting mechanism that mirrors the project environment 13
  • 14. A Solution To Effective Reporting Part 3
  • 15. Solution Summary Remove the necessity for monthly reports Manage projects using Key Performance Indicators (KPIs) only No need for elaborate processes and procedures Focus on what is important! Harness the power of existing IT solutions 15
  • 16. Framework For Proper Governance Feedback Loop 1. 2. 4. 3. 5. Prepare Strategy Create Review Collect data Take Action Map measures performanceKaplan & Kaplan & DetermineNorton’s Norton’s the best wayStrategy Map Balanced to capture Scorecard data + PMI Body of Knowledge areas 16
  • 17. Project Structure & Information Flow Organisation A1 Organisation A21st Tiersuppliers2nd Tiersuppliers Organisation A3 Organisation A4 Information nodes 17
  • 18. Developing Key Performance Indicators 2. Balanced 3. PMI Body1. Strategy 4. Key 5. Data Scorecard ofMap (Kaplan Performance Collection (Kaplan & Knowledge & Norton) Indicators Methods Norton) Areas Ensuring we measure the „right‟ things! 18
  • 19. The Strategy Map (Kaplan & Norton) 19
  • 20. Balanced Scorecard (Kaplan & Norton) Financial Objectives Measures Targets Initiatives “To succeed financially, how should we appear to our shareholders?”Customer Internal Business Process Objectives Objectives Measures Targets “To satisfy our Measures Targets Initiatives Initiatives“To achieve our Vision & shareholders andvision, how should Strategy customers, whatwe appear to our businesscustomers?” processes must be excel at?” Learning & Growth Objectives Measures Targets Initiatives “To achieve our vision, how will we sustain our ability to change and improve?” 20
  • 21. Project Project Financial Project Claim Environmental Management Management Management 11 12 13 Project Project Safety Management 1 Integration Management 10 2 Project Project Procurement Scope Project Time Management Management Management 9 3 Project Risk Project Cost Management Management 8 4 Project Project Project Communicatio Human Quality n Resource Management Management Management 7 6 521
  • 22. Ground up Top down22 Scope Management Manual Integration Management Time Management Cost management Quality Management HR Management IT Systems Communication Management Risk Management Procurement Management How It All Fits Together! Safety Management Environment Management RFID Technology Financial Management Claim Management Extension (Kaplan & Norton) (Kaplan & Norton) Construction Strategy Map Method of collection Balanced Scorecard (Project Management Institute) Project Management Body of Knowledge –
  • 23. Ground up Top down23 Scope Management Manual Integration Management Time Management Cost management Quality Management HR Management IT Systems Communication Management Risk Management Procurement Management Safety Management Environment Management RFID Technology Financial Management Claim Management Developing Key Performance Indicators Extension (Kaplan & Norton) (Kaplan & Norton) Construction Strategy Map Method of collection Balanced Scorecard (Project Management Institute) Project Management Body of Knowledge –
  • 24. Development Of Key Performance Indicators24
  • 25. KPI Reporting25
  • 26. KPI Dashboard26
  • 27. Data Collection Methods IT Systems Handheld Technology Radio Frequency IDentification27
  • 28. Summary & Conclusions Part 4
  • 29. Ground up Top down29 Scope Management Manual Integration Management Time Management Cost management Quality Management HR Management IT Systems Communication Management Risk Management Procurement Management Safety Management Environment Management RFID Technology Financial Management Claim Management Developing Key Performance Indicators Extension (Kaplan & Norton) (Kaplan & Norton) Construction Strategy Map Method of collection Balanced Scorecard (Project Management Institute) Project Management Body of Knowledge –
  • 30. Summary Of KPI Development Utilises the Strategy Map & Balanced Scorecard approach Incorporates PMI Body of Knowledge areas High-level framework for suppliers to interface with Data entry achieved through the use of RFID, Handheld Technology and existing IT systems Allows management of geographical dispersed sites Minimal data entry by individuals Real time reporting on project performance Simple, effective and sustainable solution 30
  • 31. Solution Implementation Initial development and implementation by the Client Client takes the lead hence minimal conflicts between organisations Organisations charged on a „pay as you go‟ basis Future development costs shared by delivery organisations Solution implemented by an Independent Project Management Consultant 31
  • 32. Don‟t Forget Your People! Relying on processes alone is insufficient Employ the people with the following attributes:  Right skills  Correct attitude and aptitude  Emotionally intelligent  Burning desire to make a difference  Passion to establish new standards  Relentless in their pursuit of perfection 32
  • 33. Thank You For Listening ? “Terima Kasih kerana sudi mendengar pembentangan kertas kerja saya.”33

×