Cameron downing presentation
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How simple technology solutions can deliver effective Project Controls outcomes
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Cameron downing presentation
- 1. How can simple technology solutions can deliver effective Project Controls outcomes Cameron Downing Primavera Australia 17August 2010 The most comprehensive Oracle applications & technology content under one roof
- 16. An Alternate View of Project Controls “ I think the environmental impact of this disaster is likely to have been very, very modest." ... Tony Hayward, CEO of BP BP and the Balance Wheel – what they were thinking.
- 17. Setting a Solid Foundation BP and the Balance Wheel - what were they thinking?! “ I think the environmental impact of this disaster is likely to have been very, very modest." ... Tony Hayward, EX- CEO of BP
- 18. Founding Project Controls Principles Functional and Operational Brief Project Scope Budget Programme “ Before everything else, getting ready is the secret of success.” ... Henry Ford Setting a Solid Foundation
- 19. Agreed Project Scope and WBS Agreed Programme Agreed Budget Functional and Operational Brief Project Scope Budget Programme Agreed Functional and Operational Brief Setting a Solid Foundation Founding Project Controls Principles
- 20. ` Updating and Reporting Plan Functional and Operational Brief Agreed Project Scope and WBS Agreed Programme Agreed Budget Contingency Risk and Opportunity Mgt Plan Founding Project Controls Principles “ If you can't explain it simply, you don't understand it well enough.” ... Albert Einstein Change Control Plan OH&S Qual Sust Cost Time Int Exp Ext Exp Brand
- 29. Thank you!
Editor's Notes
- Notes: Firstly I apologise, I do not know where the title Seven Star came from. I figure that there are plenty of people within the company that can tell you what the systems can do. This is about why they should do it. This presentation is about what many Clients, who are about to embark on a major project are thinking and what the minimum project Controls they need really are are
- There are three main areas I will cover. This presentation is not intended to dumb down project controls, but explain what they mean to many customers and the people that work for them It is intended to provide observations from someone who has implemented Project and Risk Controls across major Projects and Companies.
- The word preconceived is important. The key principle of Project Management is to manage and progress with what you know while actively concluding what is unknown and assumed with minimal impact upon the project
- Traditionally, Primavera is not good at recording history, nor should it necessarily be. It is a planning and forecasting tool that seeks to manage where we are going on a project and how we will get there, rather than where we have been. Notwithstanding advances in modules Primavera remains a forward focussed planning and management tool. Project control procedures are primarily intended to identify deviations from the project plan rather than to suggest possible areas for cost or time savings The ability to compare a Baseline to current programme and a host of other information, including resources, costs, etc. Are among the most powerful capabilities of Primavera and set it apart from its competition. Project control begins early in the project with planning and ends late in the project with post-implementation review Projects must have a plan, or you cannot track how you are going, or the impact of issues upon your plan.
- Notes: Put another way Goals and Objectives are Expectations The constraints are the issues that most worry organisations and people as they are usually what they are measured against, be it be by Boards, Shareholders, etc, OR At a personal level; by companies and bosses – jobs are on the line! What is agreed is that: Projects can be scary Projects can damage reputations and careers Better you than me Projects Fail when management don’t want to get involved, sit back and criticise and do not support the project or teams.
- Organisations are made up of many people – many have different skills, different levels of risk tolerance and different interests and drivers. Given the organisational issues it is far easier for a company to find reasons to not do a project than it is to decide to do it. Projects can be scary. What is important is to be able to align the expectations and agree what is important.
- At a personal level, it is much easier for a person to support not doing a project than wanting to do one. Project Controls can be an obstacle – if they are just another aspect of a project that makes it hard.
- This does not alter the fact that there is a reluctance to deliver bad news. If Project Controls Systems are employed and reported on, even monthly, then the facts will come out earlier! Too often project controls systems are adopted to “tick a box” with management or Clients and then dropped.
- The Balance Wheel recognises that other project controls factors deserve consideration. These are the “non-obvious” issues The Balance Wheel components can vary, but the fundamental controls don’t. There may be more than 8. This will depend on the Client and the Project. What is important is that the “slices” are important enough to influence a decision , or balance out other factors. These issues present opportunities for Oracle as they require the management of data; data to be developed, organised and managed in a structured manner.
- It is important to note that unless a project has unlimited cost and time, optimal outcomes are rare and even then by the time they are delivered they may, for example, not be state-of-the-art.
- In one of my roles for a major global construction company I managed risk. This company spends millions on Safety Systems and awareness, but when I asked project teams across the country to rank these Controls 1-8, how many times did safety come out 1 – 1 in nearly 300! What were 1 and 2? – cost and time. So what does this tell us? Projects continue to be measured as successful based on culture and KPI’s.
- If BP had applied the Balance Wheel to its Project Briefing and all the Board Members had to agree and sign off on it, it should have looked something like this. Ultimately, the culture of the business led to the disaster. The cost of the right answer compared to what it has cost the business pales into insignificance. Projects can cost peoples lives, peoples careers and companies their future. This is the importance of Project Controls.
- If BP had applied the Balance Wheel to its Project Briefing and all the Board Members had to agree and sign off on it, it should have looked something like this. There had to have been people in the business that warned of what could happen, but they didn’t have enough Power. Their issues weren’t on the agenda. If the Balance Wheel is employed by management, then at leats they have to be considered. Ultimately, the culture of the business and the acceptance of one risk or opportunity over another led to the disaster. Projects can cost peoples lives, peoples careers and companies their future. This is the importance of Project Controls.
- Using the Balance Wheel to guide decisions, tailor the Needs, or Brief The Budget and Programme.
- A Risk and Opportunities Management Plan will cover the same Controls as those in the Balance Wheel A key component of the Risk and Opportunities assessment is what resources are required and who is responsible for the issue and resources. Contingency should be added, based on the level of risk, based on the Risk and Opportunity Register and an assessment of what is known, unknown and assumed. The Change Control Plan should also adopt the Balance Wheel controls to ensure that changes are considered on a Balanced basis before adoption. Lastly, an updating and Reporting Plan sets out the regularity and method of updating and reporting progress and issues.
- The majority of the Founding Controls System can be developed in Systems that Clients are comfortable with. The Challenge is to convince Clients to adopt a Project Controls System and make Primavera part of it.
- The analogy I would draw is that most people can drive ... most people appreciate what a Formula 1 car can do...but ask them to drive it as a daily and it will scare most people off I have a car that can do that. What you are offering is Too fast, too expensive, it needs to much servicing and support ... I will stick with the Holden – even though I would like the experience. Primavera is a management tool – if management don’t understand it they cannot advocate it.
- Primavera provides simple flexible options for presentations
- The ability to sort and filter information according to a WBS is key. The filtering of data and ability to show it in different forms is a major differentiator The capability to directly link this information to a Cost code system is very valuable.