SlideShare a Scribd company logo
1 of 54
Download to read offline
Governance and Decision
Making on Crossrail
Walter Macharg
Head of Change Control and Cost Assurance
Header here max 30 charactersThe Elizabeth Line
Route map
10%
10% increase in
London’s rail
capacity with up to
72,000 passengers
per hour
100km
The route will run
over 100km,
including through
42km of new
tunnels under
London
40
Crossrail will link 40
stations, including
10 new stations
£42bn
Crossrail will add an
estimated £42bn to
the economy of the
UK.
Header here max 30 charactersFinished…..
….almost
Header here max 30 charactersProgramme Overview
Governance - Organisation - Funding
Header here max 30 charactersProgramme Overview
Scale and complexity
Header here max 30 characters
e-Mail: learninglegacy@crossrail.co.uk
Web: http://learninglegacy.crossrail.co.uk
Header here max 30 characters12 Learning Legacy Themes
Header here max 30 characters
What does the Programme Controls
function do and what’s it for?
REPORTINGCost &
Controls
Performance
Assurance
Change
Control
Risk
Management
Planning
Performance
Analysis
Standards - Information - Analysis & decision support - Assurance
Header here max 30 charactersDefining Governance
‘Corporate governance involves a set of relationships
between a company’s management, its board, its
shareholders and other stakeholders. Corporate
governance also provides the structure through which
the objectives of the company are set, and the means
of attaining those objectives and monitoring
performance are determined’
Organisation for Economic Co-operation and Development
OECD Principles of Corporate Governance 2004
www.oecd.org
As quoted in:
Directing Change A guide to governance of
project management
Header here max 30 charactersDefining Governance
“…The ability to make
effective decisions quickly…”
1. Framework
Repeatable
Reproducible
2. People
Provide the evidence
Provide the culture & environment
…to make AND implement the decision!
Header here max 30 charactersWork and Organisation breakdown structure
Header here max 30 charactersWork Breakdown Structure
The Scope Book
Header here max 30 charactersCost baseline budget
FUNDINGAFCDC
TIME
COST£m
CONTROL
BUDGET
Contingency
Delivery and
Financing
Budget
Sponsor
Funding
Contingency
Investment Income
• Authorised by CRL Board
• Analysed in WBS
• Amendments subject to
CHANGE CONTROL
• Comprehensive risk register
• Range of confidence levels
IP2
IP1
IP0
• Forecast cash flows and risk
• PDA defines Intervention Points
Header here max 30 charactersDelegation of contingency budget
CONTINGENCYTYPE
Delivery and Financing
Budget
BOARD
SECTOR
PROJECT
CONTRACTOR
(Included in Target Cost)
PROGRAMME
• Catastrophic events
• Strategic / political relation ships
• Sponsor change
• Major design or scope change
• Major schedule delay
• interface risks between projects
• All risk to delivery of the project scope under the Project
Manager’s control
• Risks for which no contract price change is due, such as delivery
cost overrun
Contingency to fund risks:
Header here max 30 characters
An integrated suite of standard systems. Data warehouse to consolidate the
‘single source of truth’ and enable dynamic data interrogation
Crossrail systems setup
Header here max 30 characters
Key pillars of successful earned value
management
Define the Baseline: scope and budget
Work breakdown structure
Objective performance measurement
Variance analysis and corrective action reporting
Disciplined and timely change control
Systems – capture cost and change, and control
delegation and approval
APM: Earned Value Management Handbook, EVM Compass
Header here max 30 charactersEarned value KPIs: cost and schedule
CPI=
4,000
4,100
4,200
4,300
4,400
4,500
4,600
4,700
4,800
4,900
5,000
P01 P02 P03 P04 P05 P06 P07 P08 P09 P10
£m
CEs adjust the
PMB
Variance
from PMB
Schedule
Variance
(SV)
Cost
Variance
(CV)
ACWP = Actual Cost of Work Performed
BCWP = Budgeted Cost of Work Performed
BCWS = Budgeted Cost of Work Scheduled
PMB = Performance Measurement Baseline
Illustrative view of Earned Value (EV) measurement
17
Header here max 30 charactersImplementing EV
18
1. Set clear expectations via the Works
Information
2. Publish clear processes and templates, and
reinforced this with guidance and training
3. Embed tools and systems
4. Undertake progressive assurance
Header here max 30 charactersPhysical progress measurement
19
The Quantity and Unit Rates Report
Header here max 30 charactersThe intranet Planning Page
Header here max 30 characters
Header here max 30 characters
Header here max 30 charactersUsing EV to compare performance
Earned Value displayed comparatively (CCB, SPI, CPI, EAC)
Header here max 30 charactersEarned value issues
Have to have confidence in the systems and data
Labour intensive
Entrenched commercial positions have meant that
teams have had to caveat all their EV data with a
‘what if’ analysis
Is it: understood - believed - acted upon?
Header here max 30 charactersEarned value extrapolation
250
300
350
400
450
500
P01
P02
P03
P04
P05
P06
P07
P08
P09
P10
P11
P12
P13
P01
P02
P03
P04
P05
P06
P07
P08
P09
P10
P11
P12
P13
P01
P02
P03
P04
P05
P06
P07
P08
P09
P10
P11
P12
P13
P01
P02
P03
P04
P05
FY 15/16 FY 16/17 FY 17/18 FY 18/19
EAC Range EAC Low
EAC High AFC
Header here max 30 charactersRisk Hierarchy: follows the OBS
Risk Governance Risk Reporting
Crossrail
Limited Board
Executive
Committee
Risk Sub-
Committee
Programme
Risk Panel
Delivery
Reviews
Audit
Committee
1) Report
2) Escalate
3) Aggregate
Contractor Risks
Project Risks
Strategic Risks
Programme Risks
Sector Risks
Header here max 30 charactersRisk Registers and ARM
Standard Risk Register formats used across the programme
Consistency of language, process, information, assessment
Improve recognition and engagement with risk information to
support management and decision making
Produced directly from ARM
Standard Risk Register
iPad Format Risk Register
Header here max 30 characters
Quantitative Risk Assessment (QRA) provides a measure of risk
exposure allowing us to monitor performance and inform decisions
Quantitative Risk Assessment (QRA)
Exposure to cost and schedule risks
Header here max 30 charactersReporting Hierarchy
Schedule
(P6)
Risk and Issues
(ARM)
Cost
(Prism)
H&S
(RIVO)
Change and
Contract Admin
(eB)
Risk managers
Input
Crystal Data
Warehhouse
Cost Managers
Input
Project Dashboards
Civils Sector
Report
Stations (RfL)
Sector Report
Stations (LUL)
Sector Report
Systems Sector
Report
Technical
Directors
Report
Utilities and
Logistics Sector
Report
Are We on
Time?
Contributors
Are We Wold
Class?
Contributors
Are We Safe?
Contributors
Are We Within
Funding?
Contributors
Programme
Board Report
Semi Annual
Construction
Report (SACR)Sponsors
Crossrail Exec/
Board
Programme
Board
Contributors
Sectors
Project
Directors/
Managers
Sector
Reporting and
Control Team
input
Base Data from
Tier 1
Contractors
Periodic Contractor
Dashboards
Functional
Leads
Operations
Report
On Network
Works Report
Header here max 30 characters
PM Team:
Write
commentary
Programme
Controls:
Paste data
graphics
Project Dashboard creation process
Header here max 30 charactersProject Dashboard
Header here max 30 characters
HSPI
● 2.34
AFR(LTC)
● 0.14
CPI
● 0.95
SPI
● 0.93
Sch.Var.(t)
● -3.3 periods
ES(SPI)
● 0.95
QPI ● 1.3
TCPI ● TBC
ESMPI ● 1.7
Input
● 2.34
Output
● 2.13
Small data points =other contr acts in same sector
PERIOD
MOVEMENT TO DATE
(PAF)Supplier
Assurance
Target 0% 1.0 0/0% 0/0%* 0% 100% 1.3
Actual 25% 0.77 33(51%) 45(70%) 2(18%) 50% 2.00
      
Period D 7% -0.11 -19% -4% 8% -21%
Forecast
Accuracy
Schedule
Quality
AgedNCEs LowValue
NCEs
AgedURTs Cont.Red
risks reviewed
Agreements
Perf.
3 monthforecast 0-1score # (%) >84 days # (%) <£50k %>6 Periods %inPeriod Score0 to 2
KPIs
Header here max 30 charactersThe Board Report – four questions
Header here max 30 charactersPerformance Assurance
Round 1 Average
Round 2 Average
Round 3 Average
Round 4 Average
Round 5 Average
19
2
24
14
13
6
15
25
23
22
21
Best Collective score
26
Round 6 Average
27
3028
29
World Class ZoneValue Added ZoneIndicative average compliance line
High Performance
Performance Level
OUTPUTSPerformance Risk
PerformanceLevel
INPUTS
HighPerformancePerformanceRisk
3
2
1
0
1 32
57
Examples of
world class
performance
Cross functional contractor
average
Individual contractor or JV cross
functional performance
Header here max 30 charactersDecisions about CHANGE
Header here max 30 charactersCrossrail below the surface
Header here max 30 charactersCase Study - Deletion of 8 shafts
• Benefits
• Foreseen consequences
• Unforeseen consequences
Header here max 30 charactersVentilation Shafts
• x13 ventilation and emergency intervention shafts
• Control air flow and the ‘piston effect’ during normal operation
• ESSENTIAL to control smoke in the event of a fire to provide safe
egress
Header here max 30 characters???
Header here max 30 charactersVentilation Shafts
1. Provides a significant reduction in surface impacts
2. £118m cost saving
3. Provides the ability to ventilate both tunnels in a fire.
4. Requires the introduction of full height PEDs & platform ventilation
x8 shafts REMOVED… Westbourne Bridge, Hyde Park, Park Lane, Hanbury Street, Lowell
Street, Hertsmere Road, Blackwall Way & Warren Lane
Header here max 30 charactersVentilation Shafts
5. Limmo Peninsula1. Fisher Street 2. Stepney Green
3. Mile End
4. Eleanor Street
Header here max 30 charactersPlatform Edge Screens
Full height screens 
Ventilation segregation 
£118m cost saving 
 Jubilee Line Extension, London
 Platform Edge Doors
 No ventilation segregation.
Header here max 30 charactersThe change decision making process
Header here max 30 charactersKey pillars of successful change control
Baseline: scope and budget
Work breakdown structure
Delegation
Systems – capture cost and change, and
control delegation
Approval
Header here max 30 charactersSystems to capture change
Trend
raised in
Prism cost
system
Critical issues
meetings
Contractual early
warning notice
Project Technical
Request process:
Request for Info,
Field Change, Non
Conformance
Risk capture via
ARM
Weekly change
alert to
Executive
Contractual risk
reduction
meetings
Site progress
meetings
Etc…
Regular trend
review meetings
PRISM G2
Change
AFC and risk
reports: Project
dashboard and
Board report
A full audit trail in the cost system for
changes to forecast and budget
Header here max 30 charactersThe change approval process
2 week cycle
Delivery or
Programme
Change?
Project Team Complete
Change Paper
Formal Review Process
Commercial and Change
Sub Committee (CCSC)
Reject
Approve
Programme
Project Funded
Change
Delivery
Requirement for
Change identified
Over
£XXm
Refer to Board
Decision
Delegated Authority
Standard template with
details of change request
Captures:
• key issues
• Business case
• Safety implications
• Financial impact
Reviews by all relevant
stakeholders and subject
matter experts.
Change papers are sent
for revision if information
is unclear or incomplete.
Header here max 30 characters
In excess of 20,000
implemented
compensation events
Volume of change
£0.15m
20,187
Total
£3,000m
Total
700 Programme
Changes in six
years
Header here max 30 charactersLessons learned: things to do better
Procurement strategy for design
If design ownership retained by employer, complete the
design before procurement
Level at which to control design change
Try to capture design change at time of issue
Interfaces between contractors, in design and schedule
Projects with multiple stakeholder interfaces are risky; ring
fence the projects as much as possible
Train and signalling systems design and testing will over-
run.
Header here max 30 charactersLessons learned: what went well
Establish the controls baseline - single source of truth
Work Breakdown Structure and Cost Breakdown Structure, related to the
organisation breakdown structure
Establish programme controls early - spend time, effort and money on
the controls systems BEFORE main contract works are procured
Establish a culture of performance improvement (e.g. through
performance assurance)
Allocate risk to appropriate levels of the organisation, and delegation of
contingency
Continually review risk via QRA and comparison to contingency and total
budget authority
Capture change to scope, forecast and budgets early via integrated
systems
Formal project performance reviews
Reinforce the culture and build confidence
Header here max 30 charactersDid we succeed in controlling change?
Little major change to design
But high volume of design change at the detailed level
Contracts let before civils design fully complete
Few major Sponsor changes
Self imposed schedule change, particular at contract interfaces
Contingency budgets were utilised
Late stage problems with systems integration
Passenger service through the main tunnel in 2019
Header here max 30 characters
12 Themes
• Project and Programme Management
• Procurement
• Authorisations and Consents
• Land and Property
• Health and Safety
• Environment
• Engineering
• Operations
• Talent and Resources
• External Affairs
• Innovation
• IT
Crossrail Learning Legacy
http://learninglegacy.crossrail.co.uk/
Header here max 30 characters
Turner & Townsend in Infrastructure
Header here max 30 charactersChange driven by conditions
Header here max 30 characters
Success factors for the
Connaught Tunnel change
Collaborative approach
Transparency
Good process
Plan for early completion
Expertise

More Related Content

What's hot

Nestle juices (demand for nestle juices) by shakeel ahmed
Nestle juices (demand for nestle juices) by shakeel ahmedNestle juices (demand for nestle juices) by shakeel ahmed
Nestle juices (demand for nestle juices) by shakeel ahmedSHAKEEL AHMED K
 
Brand audit of Nestle
Brand audit of NestleBrand audit of Nestle
Brand audit of NestleAkasha Shafiq
 
Haier Ceiling Fan
Haier Ceiling FanHaier Ceiling Fan
Haier Ceiling Fanrahuljaat
 
Brand management - "Lexus"
Brand management - "Lexus"Brand management - "Lexus"
Brand management - "Lexus"jitendrasangle
 
Pepsi perfect marketing plan
Pepsi perfect marketing planPepsi perfect marketing plan
Pepsi perfect marketing planAhsan Ali
 
Dove evolution of a brand
Dove evolution of a brandDove evolution of a brand
Dove evolution of a brandShambhu Mandal
 
Red Bull Buyer Behaviour
Red Bull Buyer BehaviourRed Bull Buyer Behaviour
Red Bull Buyer BehaviourOumar Rujbally
 
Unilever Pakistan Ltd.
Unilever Pakistan Ltd.Unilever Pakistan Ltd.
Unilever Pakistan Ltd.Hammad Bashir
 
Capsim Board Meeting Presentation
Capsim Board Meeting PresentationCapsim Board Meeting Presentation
Capsim Board Meeting PresentationAngel Tse
 
About unilever presentation tcm96 227455
About unilever presentation tcm96 227455About unilever presentation tcm96 227455
About unilever presentation tcm96 227455IR Momand
 
Pond's men brand extension abhinav anand pgp30297_brand management
Pond's men brand extension abhinav anand pgp30297_brand managementPond's men brand extension abhinav anand pgp30297_brand management
Pond's men brand extension abhinav anand pgp30297_brand managementSameer Mathur
 
A marketing strategy presentation on Pepsi product
A marketing strategy presentation on Pepsi productA marketing strategy presentation on Pepsi product
A marketing strategy presentation on Pepsi productFatema Tuz Zzohora
 
Alice casestudy
Alice casestudyAlice casestudy
Alice casestudydaveson700
 
Paddy Power -Sarah Fay
Paddy Power -Sarah FayPaddy Power -Sarah Fay
Paddy Power -Sarah FaySarah Fay
 

What's hot (20)

PepsiCo
PepsiCoPepsiCo
PepsiCo
 
Nestle juices (demand for nestle juices) by shakeel ahmed
Nestle juices (demand for nestle juices) by shakeel ahmedNestle juices (demand for nestle juices) by shakeel ahmed
Nestle juices (demand for nestle juices) by shakeel ahmed
 
Brand audit of Nestle
Brand audit of NestleBrand audit of Nestle
Brand audit of Nestle
 
Haier Ceiling Fan
Haier Ceiling FanHaier Ceiling Fan
Haier Ceiling Fan
 
Daimler Locations
Daimler LocationsDaimler Locations
Daimler Locations
 
SCHINDLER Inc.
SCHINDLER Inc.SCHINDLER Inc.
SCHINDLER Inc.
 
Brand management - "Lexus"
Brand management - "Lexus"Brand management - "Lexus"
Brand management - "Lexus"
 
Cisco Strategy Analysis
Cisco Strategy AnalysisCisco Strategy Analysis
Cisco Strategy Analysis
 
Brand dossier on dettol
Brand dossier on dettolBrand dossier on dettol
Brand dossier on dettol
 
Pepsi perfect marketing plan
Pepsi perfect marketing planPepsi perfect marketing plan
Pepsi perfect marketing plan
 
Dove evolution of a brand
Dove evolution of a brandDove evolution of a brand
Dove evolution of a brand
 
Red Bull Buyer Behaviour
Red Bull Buyer BehaviourRed Bull Buyer Behaviour
Red Bull Buyer Behaviour
 
Henkel
HenkelHenkel
Henkel
 
Unilever Pakistan Ltd.
Unilever Pakistan Ltd.Unilever Pakistan Ltd.
Unilever Pakistan Ltd.
 
Capsim Board Meeting Presentation
Capsim Board Meeting PresentationCapsim Board Meeting Presentation
Capsim Board Meeting Presentation
 
About unilever presentation tcm96 227455
About unilever presentation tcm96 227455About unilever presentation tcm96 227455
About unilever presentation tcm96 227455
 
Pond's men brand extension abhinav anand pgp30297_brand management
Pond's men brand extension abhinav anand pgp30297_brand managementPond's men brand extension abhinav anand pgp30297_brand management
Pond's men brand extension abhinav anand pgp30297_brand management
 
A marketing strategy presentation on Pepsi product
A marketing strategy presentation on Pepsi productA marketing strategy presentation on Pepsi product
A marketing strategy presentation on Pepsi product
 
Alice casestudy
Alice casestudyAlice casestudy
Alice casestudy
 
Paddy Power -Sarah Fay
Paddy Power -Sarah FayPaddy Power -Sarah Fay
Paddy Power -Sarah Fay
 

Similar to Crossrail - Governance and Decision Making - FuturePMO 2018

Governance and the art of decision making on Crossrail by "Walter Macharg - H...
Governance and the art of decision making on Crossrail by "Walter Macharg - H...Governance and the art of decision making on Crossrail by "Walter Macharg - H...
Governance and the art of decision making on Crossrail by "Walter Macharg - H...Project Controls Expo
 
Class costs i
Class costs iClass costs i
Class costs imayankvns
 
Six Sigma Green Belt (Product Track)
Six Sigma Green Belt (Product Track)Six Sigma Green Belt (Product Track)
Six Sigma Green Belt (Product Track)Praveen Srivastava
 
Six Sigma Green Belt (Product Track)
Six Sigma Green Belt (Product Track)Six Sigma Green Belt (Product Track)
Six Sigma Green Belt (Product Track)Praveen Srivastava
 
[Oil & Gas White Paper] Liquids Pipeline Leak Detection and Simulation Training
[Oil & Gas White Paper] Liquids Pipeline Leak Detection and Simulation Training[Oil & Gas White Paper] Liquids Pipeline Leak Detection and Simulation Training
[Oil & Gas White Paper] Liquids Pipeline Leak Detection and Simulation TrainingSchneider Electric
 
Planning & Scheduling - Training
Planning & Scheduling - TrainingPlanning & Scheduling - Training
Planning & Scheduling - TrainingMohammed Feroze
 
Monetizing Risks - A Prioritization & Optimization Solution
Monetizing Risks - A Prioritization & Optimization SolutionMonetizing Risks - A Prioritization & Optimization Solution
Monetizing Risks - A Prioritization & Optimization SolutionBlack & Veatch
 
Tech transfer and Scale-up - Tips and tricks from a Biodevelopment center
Tech transfer and Scale-up - Tips and tricks from a Biodevelopment centerTech transfer and Scale-up - Tips and tricks from a Biodevelopment center
Tech transfer and Scale-up - Tips and tricks from a Biodevelopment centerMerck Life Sciences
 
Tech transfer and Scale-up - Tips and tricks from a Biodevelopment center
Tech transfer and Scale-up - Tips and tricks from a Biodevelopment centerTech transfer and Scale-up - Tips and tricks from a Biodevelopment center
Tech transfer and Scale-up - Tips and tricks from a Biodevelopment centerMilliporeSigma
 
12 theory of cost and estimation
12 theory of cost and estimation12 theory of cost and estimation
12 theory of cost and estimationmalikjameel1986
 
Richard Aaroe, CEO, WaveTrainSystems (WTS)
Richard Aaroe, CEO, WaveTrainSystems (WTS)Richard Aaroe, CEO, WaveTrainSystems (WTS)
Richard Aaroe, CEO, WaveTrainSystems (WTS)Russell Publishing
 
Michael Bloem PhD Defense - Optimization and Analytics for Air Traffic Manage...
Michael Bloem PhD Defense - Optimization and Analytics for Air Traffic Manage...Michael Bloem PhD Defense - Optimization and Analytics for Air Traffic Manage...
Michael Bloem PhD Defense - Optimization and Analytics for Air Traffic Manage...mbloem
 

Similar to Crossrail - Governance and Decision Making - FuturePMO 2018 (20)

Governance and the art of decision making on Crossrail by "Walter Macharg - H...
Governance and the art of decision making on Crossrail by "Walter Macharg - H...Governance and the art of decision making on Crossrail by "Walter Macharg - H...
Governance and the art of decision making on Crossrail by "Walter Macharg - H...
 
Integrated Assurance and Audit at Crossrail, 17 may 2016
Integrated Assurance and Audit at Crossrail, 17 may 2016Integrated Assurance and Audit at Crossrail, 17 may 2016
Integrated Assurance and Audit at Crossrail, 17 may 2016
 
Class costs i
Class costs iClass costs i
Class costs i
 
Poster - How to promove with water and waste price regulation
Poster - How to promove with water and waste price regulationPoster - How to promove with water and waste price regulation
Poster - How to promove with water and waste price regulation
 
Cost Theory and Estimation
Cost Theory and EstimationCost Theory and Estimation
Cost Theory and Estimation
 
WEI_ZHENGTAI_SPC
WEI_ZHENGTAI_SPCWEI_ZHENGTAI_SPC
WEI_ZHENGTAI_SPC
 
Six Sigma Green Belt (Product Track)
Six Sigma Green Belt (Product Track)Six Sigma Green Belt (Product Track)
Six Sigma Green Belt (Product Track)
 
Six Sigma Green Belt (Product Track)
Six Sigma Green Belt (Product Track)Six Sigma Green Belt (Product Track)
Six Sigma Green Belt (Product Track)
 
[Oil & Gas White Paper] Liquids Pipeline Leak Detection and Simulation Training
[Oil & Gas White Paper] Liquids Pipeline Leak Detection and Simulation Training[Oil & Gas White Paper] Liquids Pipeline Leak Detection and Simulation Training
[Oil & Gas White Paper] Liquids Pipeline Leak Detection and Simulation Training
 
Planning & Scheduling - Training
Planning & Scheduling - TrainingPlanning & Scheduling - Training
Planning & Scheduling - Training
 
TQM
TQMTQM
TQM
 
Risk Management
Risk ManagementRisk Management
Risk Management
 
Monetizing Risks - A Prioritization & Optimization Solution
Monetizing Risks - A Prioritization & Optimization SolutionMonetizing Risks - A Prioritization & Optimization Solution
Monetizing Risks - A Prioritization & Optimization Solution
 
Tech transfer and Scale-up - Tips and tricks from a Biodevelopment center
Tech transfer and Scale-up - Tips and tricks from a Biodevelopment centerTech transfer and Scale-up - Tips and tricks from a Biodevelopment center
Tech transfer and Scale-up - Tips and tricks from a Biodevelopment center
 
Tech transfer and Scale-up - Tips and tricks from a Biodevelopment center
Tech transfer and Scale-up - Tips and tricks from a Biodevelopment centerTech transfer and Scale-up - Tips and tricks from a Biodevelopment center
Tech transfer and Scale-up - Tips and tricks from a Biodevelopment center
 
12 theory of cost and estimation
12 theory of cost and estimation12 theory of cost and estimation
12 theory of cost and estimation
 
Lessons from empirical studies on incentive regulation
Lessons from empirical studies on incentive regulationLessons from empirical studies on incentive regulation
Lessons from empirical studies on incentive regulation
 
Horse meat or beef? (2) A Evans, EAMS, 21/3/13
Horse meat or beef? (2) A Evans, EAMS, 21/3/13Horse meat or beef? (2) A Evans, EAMS, 21/3/13
Horse meat or beef? (2) A Evans, EAMS, 21/3/13
 
Richard Aaroe, CEO, WaveTrainSystems (WTS)
Richard Aaroe, CEO, WaveTrainSystems (WTS)Richard Aaroe, CEO, WaveTrainSystems (WTS)
Richard Aaroe, CEO, WaveTrainSystems (WTS)
 
Michael Bloem PhD Defense - Optimization and Analytics for Air Traffic Manage...
Michael Bloem PhD Defense - Optimization and Analytics for Air Traffic Manage...Michael Bloem PhD Defense - Optimization and Analytics for Air Traffic Manage...
Michael Bloem PhD Defense - Optimization and Analytics for Air Traffic Manage...
 

More from Wellingtone

Assurance of Agile Delivery - Wellingtone | FuturePMO
Assurance of Agile Delivery - Wellingtone | FuturePMOAssurance of Agile Delivery - Wellingtone | FuturePMO
Assurance of Agile Delivery - Wellingtone | FuturePMOWellingtone
 
Sponsors: The Final Frontier of PPM Development - Wellingtone | FuturePMO 2023
Sponsors: The Final Frontier of PPM Development - Wellingtone | FuturePMO 2023Sponsors: The Final Frontier of PPM Development - Wellingtone | FuturePMO 2023
Sponsors: The Final Frontier of PPM Development - Wellingtone | FuturePMO 2023Wellingtone
 
The Evolution of Benefits Management - Admiral Group | FuturePMO 2023
The Evolution of Benefits Management - Admiral Group | FuturePMO 2023The Evolution of Benefits Management - Admiral Group | FuturePMO 2023
The Evolution of Benefits Management - Admiral Group | FuturePMO 2023Wellingtone
 
How to Build a Future Proof PMO - Apex Group | FuturePMO 2023
How to Build a Future Proof PMO - Apex Group | FuturePMO 2023How to Build a Future Proof PMO - Apex Group | FuturePMO 2023
How to Build a Future Proof PMO - Apex Group | FuturePMO 2023Wellingtone
 
The Humans and PMO - Wellingtone | FuturePMO 2023
The Humans and PMO - Wellingtone | FuturePMO 2023The Humans and PMO - Wellingtone | FuturePMO 2023
The Humans and PMO - Wellingtone | FuturePMO 2023Wellingtone
 
From 0 to PMO – The Encirc Journey - Encirc | FuturePMO 2023
From 0 to PMO – The Encirc Journey - Encirc | FuturePMO 2023From 0 to PMO – The Encirc Journey - Encirc | FuturePMO 2023
From 0 to PMO – The Encirc Journey - Encirc | FuturePMO 2023Wellingtone
 
The New PRINCE2TM and your PMO - PeopleCert | FuturePMO 2023
The New PRINCE2TM and your PMO - PeopleCert | FuturePMO 2023The New PRINCE2TM and your PMO - PeopleCert | FuturePMO 2023
The New PRINCE2TM and your PMO - PeopleCert | FuturePMO 2023Wellingtone
 
Continuous Learning From Space - Magnox | FuturePMO 2023
Continuous Learning From Space - Magnox | FuturePMO 2023Continuous Learning From Space - Magnox | FuturePMO 2023
Continuous Learning From Space - Magnox | FuturePMO 2023Wellingtone
 
Managing Projects in Extreme Environments - Médecins Sans Frontières (MSF) | ...
Managing Projects in Extreme Environments - Médecins Sans Frontières (MSF) | ...Managing Projects in Extreme Environments - Médecins Sans Frontières (MSF) | ...
Managing Projects in Extreme Environments - Médecins Sans Frontières (MSF) | ...Wellingtone
 
The Future of Learning - International Institute of Learning | FuturePMO 202...
The Future of Learning - International Institute of Learning  | FuturePMO 202...The Future of Learning - International Institute of Learning  | FuturePMO 202...
The Future of Learning - International Institute of Learning | FuturePMO 202...Wellingtone
 
Strange New Worlds: The Voyages of a PMO in Higher Education - Durham Univers...
Strange New Worlds: The Voyages of a PMO in Higher Education - Durham Univers...Strange New Worlds: The Voyages of a PMO in Higher Education - Durham Univers...
Strange New Worlds: The Voyages of a PMO in Higher Education - Durham Univers...Wellingtone
 
Developing PMO Maturity - Wellingtone | FuturePMO 2022.pdf
Developing PMO Maturity - Wellingtone | FuturePMO 2022.pdfDeveloping PMO Maturity - Wellingtone | FuturePMO 2022.pdf
Developing PMO Maturity - Wellingtone | FuturePMO 2022.pdfWellingtone
 
Practices to deliver value beyond Transformation - Wellingtone | FuturePMO 20...
Practices to deliver value beyond Transformation - Wellingtone | FuturePMO 20...Practices to deliver value beyond Transformation - Wellingtone | FuturePMO 20...
Practices to deliver value beyond Transformation - Wellingtone | FuturePMO 20...Wellingtone
 
FuturePMO with Power PPM for Power Platform - Wellingtone | FuturePMO 2022.pdf
FuturePMO with Power PPM for Power Platform - Wellingtone | FuturePMO 2022.pdfFuturePMO with Power PPM for Power Platform - Wellingtone | FuturePMO 2022.pdf
FuturePMO with Power PPM for Power Platform - Wellingtone | FuturePMO 2022.pdfWellingtone
 
AI – Implications for Project Professionals - Wellingtone | FuturePMO 2022.pdf
AI – Implications for Project Professionals  - Wellingtone | FuturePMO 2022.pdfAI – Implications for Project Professionals  - Wellingtone | FuturePMO 2022.pdf
AI – Implications for Project Professionals - Wellingtone | FuturePMO 2022.pdfWellingtone
 
Five lessons from implementing a project delivery framework - Wellingtone | F...
Five lessons from implementing a project delivery framework - Wellingtone | F...Five lessons from implementing a project delivery framework - Wellingtone | F...
Five lessons from implementing a project delivery framework - Wellingtone | F...Wellingtone
 
PMO Impact - A small team with a big challenge- Wellingtone | FuturePMO 2022...
 PMO Impact - A small team with a big challenge- Wellingtone | FuturePMO 2022... PMO Impact - A small team with a big challenge- Wellingtone | FuturePMO 2022...
PMO Impact - A small team with a big challenge- Wellingtone | FuturePMO 2022...Wellingtone
 
PMOs Private v Public Sector - Wellingtone | FuturePMO 2022.pdf
PMOs Private v Public Sector - Wellingtone | FuturePMO 2022.pdfPMOs Private v Public Sector - Wellingtone | FuturePMO 2022.pdf
PMOs Private v Public Sector - Wellingtone | FuturePMO 2022.pdfWellingtone
 
The Future of Learning - Wellingtone | FuturePMO 2022.pdf
 The Future of Learning - Wellingtone | FuturePMO 2022.pdf The Future of Learning - Wellingtone | FuturePMO 2022.pdf
The Future of Learning - Wellingtone | FuturePMO 2022.pdfWellingtone
 
Levelling Up - The Power of Choice - Wellingtone | FuturePMO 2022.pdf
Levelling Up - The Power of Choice - Wellingtone | FuturePMO 2022.pdfLevelling Up - The Power of Choice - Wellingtone | FuturePMO 2022.pdf
Levelling Up - The Power of Choice - Wellingtone | FuturePMO 2022.pdfWellingtone
 

More from Wellingtone (20)

Assurance of Agile Delivery - Wellingtone | FuturePMO
Assurance of Agile Delivery - Wellingtone | FuturePMOAssurance of Agile Delivery - Wellingtone | FuturePMO
Assurance of Agile Delivery - Wellingtone | FuturePMO
 
Sponsors: The Final Frontier of PPM Development - Wellingtone | FuturePMO 2023
Sponsors: The Final Frontier of PPM Development - Wellingtone | FuturePMO 2023Sponsors: The Final Frontier of PPM Development - Wellingtone | FuturePMO 2023
Sponsors: The Final Frontier of PPM Development - Wellingtone | FuturePMO 2023
 
The Evolution of Benefits Management - Admiral Group | FuturePMO 2023
The Evolution of Benefits Management - Admiral Group | FuturePMO 2023The Evolution of Benefits Management - Admiral Group | FuturePMO 2023
The Evolution of Benefits Management - Admiral Group | FuturePMO 2023
 
How to Build a Future Proof PMO - Apex Group | FuturePMO 2023
How to Build a Future Proof PMO - Apex Group | FuturePMO 2023How to Build a Future Proof PMO - Apex Group | FuturePMO 2023
How to Build a Future Proof PMO - Apex Group | FuturePMO 2023
 
The Humans and PMO - Wellingtone | FuturePMO 2023
The Humans and PMO - Wellingtone | FuturePMO 2023The Humans and PMO - Wellingtone | FuturePMO 2023
The Humans and PMO - Wellingtone | FuturePMO 2023
 
From 0 to PMO – The Encirc Journey - Encirc | FuturePMO 2023
From 0 to PMO – The Encirc Journey - Encirc | FuturePMO 2023From 0 to PMO – The Encirc Journey - Encirc | FuturePMO 2023
From 0 to PMO – The Encirc Journey - Encirc | FuturePMO 2023
 
The New PRINCE2TM and your PMO - PeopleCert | FuturePMO 2023
The New PRINCE2TM and your PMO - PeopleCert | FuturePMO 2023The New PRINCE2TM and your PMO - PeopleCert | FuturePMO 2023
The New PRINCE2TM and your PMO - PeopleCert | FuturePMO 2023
 
Continuous Learning From Space - Magnox | FuturePMO 2023
Continuous Learning From Space - Magnox | FuturePMO 2023Continuous Learning From Space - Magnox | FuturePMO 2023
Continuous Learning From Space - Magnox | FuturePMO 2023
 
Managing Projects in Extreme Environments - Médecins Sans Frontières (MSF) | ...
Managing Projects in Extreme Environments - Médecins Sans Frontières (MSF) | ...Managing Projects in Extreme Environments - Médecins Sans Frontières (MSF) | ...
Managing Projects in Extreme Environments - Médecins Sans Frontières (MSF) | ...
 
The Future of Learning - International Institute of Learning | FuturePMO 202...
The Future of Learning - International Institute of Learning  | FuturePMO 202...The Future of Learning - International Institute of Learning  | FuturePMO 202...
The Future of Learning - International Institute of Learning | FuturePMO 202...
 
Strange New Worlds: The Voyages of a PMO in Higher Education - Durham Univers...
Strange New Worlds: The Voyages of a PMO in Higher Education - Durham Univers...Strange New Worlds: The Voyages of a PMO in Higher Education - Durham Univers...
Strange New Worlds: The Voyages of a PMO in Higher Education - Durham Univers...
 
Developing PMO Maturity - Wellingtone | FuturePMO 2022.pdf
Developing PMO Maturity - Wellingtone | FuturePMO 2022.pdfDeveloping PMO Maturity - Wellingtone | FuturePMO 2022.pdf
Developing PMO Maturity - Wellingtone | FuturePMO 2022.pdf
 
Practices to deliver value beyond Transformation - Wellingtone | FuturePMO 20...
Practices to deliver value beyond Transformation - Wellingtone | FuturePMO 20...Practices to deliver value beyond Transformation - Wellingtone | FuturePMO 20...
Practices to deliver value beyond Transformation - Wellingtone | FuturePMO 20...
 
FuturePMO with Power PPM for Power Platform - Wellingtone | FuturePMO 2022.pdf
FuturePMO with Power PPM for Power Platform - Wellingtone | FuturePMO 2022.pdfFuturePMO with Power PPM for Power Platform - Wellingtone | FuturePMO 2022.pdf
FuturePMO with Power PPM for Power Platform - Wellingtone | FuturePMO 2022.pdf
 
AI – Implications for Project Professionals - Wellingtone | FuturePMO 2022.pdf
AI – Implications for Project Professionals  - Wellingtone | FuturePMO 2022.pdfAI – Implications for Project Professionals  - Wellingtone | FuturePMO 2022.pdf
AI – Implications for Project Professionals - Wellingtone | FuturePMO 2022.pdf
 
Five lessons from implementing a project delivery framework - Wellingtone | F...
Five lessons from implementing a project delivery framework - Wellingtone | F...Five lessons from implementing a project delivery framework - Wellingtone | F...
Five lessons from implementing a project delivery framework - Wellingtone | F...
 
PMO Impact - A small team with a big challenge- Wellingtone | FuturePMO 2022...
 PMO Impact - A small team with a big challenge- Wellingtone | FuturePMO 2022... PMO Impact - A small team with a big challenge- Wellingtone | FuturePMO 2022...
PMO Impact - A small team with a big challenge- Wellingtone | FuturePMO 2022...
 
PMOs Private v Public Sector - Wellingtone | FuturePMO 2022.pdf
PMOs Private v Public Sector - Wellingtone | FuturePMO 2022.pdfPMOs Private v Public Sector - Wellingtone | FuturePMO 2022.pdf
PMOs Private v Public Sector - Wellingtone | FuturePMO 2022.pdf
 
The Future of Learning - Wellingtone | FuturePMO 2022.pdf
 The Future of Learning - Wellingtone | FuturePMO 2022.pdf The Future of Learning - Wellingtone | FuturePMO 2022.pdf
The Future of Learning - Wellingtone | FuturePMO 2022.pdf
 
Levelling Up - The Power of Choice - Wellingtone | FuturePMO 2022.pdf
Levelling Up - The Power of Choice - Wellingtone | FuturePMO 2022.pdfLevelling Up - The Power of Choice - Wellingtone | FuturePMO 2022.pdf
Levelling Up - The Power of Choice - Wellingtone | FuturePMO 2022.pdf
 

Recently uploaded

20220816-EthicsGrade_Scorecard-JP_Morgan_Chase-Q2-63_57.pdf
20220816-EthicsGrade_Scorecard-JP_Morgan_Chase-Q2-63_57.pdf20220816-EthicsGrade_Scorecard-JP_Morgan_Chase-Q2-63_57.pdf
20220816-EthicsGrade_Scorecard-JP_Morgan_Chase-Q2-63_57.pdfChris Skinner
 
Jewish Resources in the Family Resource Centre
Jewish Resources in the Family Resource CentreJewish Resources in the Family Resource Centre
Jewish Resources in the Family Resource CentreNZSG
 
GUIDELINES ON USEFUL FORMS IN FREIGHT FORWARDING (F) Danny Diep Toh MBA.pdf
GUIDELINES ON USEFUL FORMS IN FREIGHT FORWARDING (F) Danny Diep Toh MBA.pdfGUIDELINES ON USEFUL FORMS IN FREIGHT FORWARDING (F) Danny Diep Toh MBA.pdf
GUIDELINES ON USEFUL FORMS IN FREIGHT FORWARDING (F) Danny Diep Toh MBA.pdfDanny Diep To
 
Go for Rakhi Bazaar and Pick the Latest Bhaiya Bhabhi Rakhi.pptx
Go for Rakhi Bazaar and Pick the Latest Bhaiya Bhabhi Rakhi.pptxGo for Rakhi Bazaar and Pick the Latest Bhaiya Bhabhi Rakhi.pptx
Go for Rakhi Bazaar and Pick the Latest Bhaiya Bhabhi Rakhi.pptxRakhi Bazaar
 
20200128 Ethical by Design - Whitepaper.pdf
20200128 Ethical by Design - Whitepaper.pdf20200128 Ethical by Design - Whitepaper.pdf
20200128 Ethical by Design - Whitepaper.pdfChris Skinner
 
Entrepreneurial ecosystem- Wider context
Entrepreneurial ecosystem- Wider contextEntrepreneurial ecosystem- Wider context
Entrepreneurial ecosystem- Wider contextP&CO
 
How To Simplify Your Scheduling with AI Calendarfly The Hassle-Free Online Bo...
How To Simplify Your Scheduling with AI Calendarfly The Hassle-Free Online Bo...How To Simplify Your Scheduling with AI Calendarfly The Hassle-Free Online Bo...
How To Simplify Your Scheduling with AI Calendarfly The Hassle-Free Online Bo...SOFTTECHHUB
 
The McKinsey 7S Framework: A Holistic Approach to Harmonizing All Parts of th...
The McKinsey 7S Framework: A Holistic Approach to Harmonizing All Parts of th...The McKinsey 7S Framework: A Holistic Approach to Harmonizing All Parts of th...
The McKinsey 7S Framework: A Holistic Approach to Harmonizing All Parts of th...Operational Excellence Consulting
 
WSMM Media and Entertainment Feb_March_Final.pdf
WSMM Media and Entertainment Feb_March_Final.pdfWSMM Media and Entertainment Feb_March_Final.pdf
WSMM Media and Entertainment Feb_March_Final.pdfJamesConcepcion7
 
Introducing the AI ShillText Generator A New Era for Cryptocurrency Marketing...
Introducing the AI ShillText Generator A New Era for Cryptocurrency Marketing...Introducing the AI ShillText Generator A New Era for Cryptocurrency Marketing...
Introducing the AI ShillText Generator A New Era for Cryptocurrency Marketing...PRnews2
 
Interoperability and ecosystems: Assembling the industrial metaverse
Interoperability and ecosystems:  Assembling the industrial metaverseInteroperability and ecosystems:  Assembling the industrial metaverse
Interoperability and ecosystems: Assembling the industrial metaverseSiemens
 
Simplify Your Funding: Quick and Easy Business Loans
Simplify Your Funding: Quick and Easy Business LoansSimplify Your Funding: Quick and Easy Business Loans
Simplify Your Funding: Quick and Easy Business LoansNugget Global
 
Planetary and Vedic Yagyas Bring Positive Impacts in Life
Planetary and Vedic Yagyas Bring Positive Impacts in LifePlanetary and Vedic Yagyas Bring Positive Impacts in Life
Planetary and Vedic Yagyas Bring Positive Impacts in LifeBhavana Pujan Kendra
 
Excvation Safety for safety officers reference
Excvation Safety for safety officers referenceExcvation Safety for safety officers reference
Excvation Safety for safety officers referencessuser2c065e
 
WSMM Technology February.March Newsletter_vF.pdf
WSMM Technology February.March Newsletter_vF.pdfWSMM Technology February.March Newsletter_vF.pdf
WSMM Technology February.March Newsletter_vF.pdfJamesConcepcion7
 
Fundamentals Welcome and Inclusive DEIB
Fundamentals Welcome and  Inclusive DEIBFundamentals Welcome and  Inclusive DEIB
Fundamentals Welcome and Inclusive DEIBGregory DeShields
 
Rakhi sets symbolizing the bond of love.pptx
Rakhi sets symbolizing the bond of love.pptxRakhi sets symbolizing the bond of love.pptx
Rakhi sets symbolizing the bond of love.pptxRakhi Bazaar
 
trending-flavors-and-ingredients-in-salty-snacks-us-2024_Redacted-V2.pdf
trending-flavors-and-ingredients-in-salty-snacks-us-2024_Redacted-V2.pdftrending-flavors-and-ingredients-in-salty-snacks-us-2024_Redacted-V2.pdf
trending-flavors-and-ingredients-in-salty-snacks-us-2024_Redacted-V2.pdfMintel Group
 
Strategic Project Finance Essentials: A Project Manager’s Guide to Financial ...
Strategic Project Finance Essentials: A Project Manager’s Guide to Financial ...Strategic Project Finance Essentials: A Project Manager’s Guide to Financial ...
Strategic Project Finance Essentials: A Project Manager’s Guide to Financial ...Aggregage
 

Recently uploaded (20)

20220816-EthicsGrade_Scorecard-JP_Morgan_Chase-Q2-63_57.pdf
20220816-EthicsGrade_Scorecard-JP_Morgan_Chase-Q2-63_57.pdf20220816-EthicsGrade_Scorecard-JP_Morgan_Chase-Q2-63_57.pdf
20220816-EthicsGrade_Scorecard-JP_Morgan_Chase-Q2-63_57.pdf
 
Jewish Resources in the Family Resource Centre
Jewish Resources in the Family Resource CentreJewish Resources in the Family Resource Centre
Jewish Resources in the Family Resource Centre
 
GUIDELINES ON USEFUL FORMS IN FREIGHT FORWARDING (F) Danny Diep Toh MBA.pdf
GUIDELINES ON USEFUL FORMS IN FREIGHT FORWARDING (F) Danny Diep Toh MBA.pdfGUIDELINES ON USEFUL FORMS IN FREIGHT FORWARDING (F) Danny Diep Toh MBA.pdf
GUIDELINES ON USEFUL FORMS IN FREIGHT FORWARDING (F) Danny Diep Toh MBA.pdf
 
Go for Rakhi Bazaar and Pick the Latest Bhaiya Bhabhi Rakhi.pptx
Go for Rakhi Bazaar and Pick the Latest Bhaiya Bhabhi Rakhi.pptxGo for Rakhi Bazaar and Pick the Latest Bhaiya Bhabhi Rakhi.pptx
Go for Rakhi Bazaar and Pick the Latest Bhaiya Bhabhi Rakhi.pptx
 
20200128 Ethical by Design - Whitepaper.pdf
20200128 Ethical by Design - Whitepaper.pdf20200128 Ethical by Design - Whitepaper.pdf
20200128 Ethical by Design - Whitepaper.pdf
 
Entrepreneurial ecosystem- Wider context
Entrepreneurial ecosystem- Wider contextEntrepreneurial ecosystem- Wider context
Entrepreneurial ecosystem- Wider context
 
How To Simplify Your Scheduling with AI Calendarfly The Hassle-Free Online Bo...
How To Simplify Your Scheduling with AI Calendarfly The Hassle-Free Online Bo...How To Simplify Your Scheduling with AI Calendarfly The Hassle-Free Online Bo...
How To Simplify Your Scheduling with AI Calendarfly The Hassle-Free Online Bo...
 
The McKinsey 7S Framework: A Holistic Approach to Harmonizing All Parts of th...
The McKinsey 7S Framework: A Holistic Approach to Harmonizing All Parts of th...The McKinsey 7S Framework: A Holistic Approach to Harmonizing All Parts of th...
The McKinsey 7S Framework: A Holistic Approach to Harmonizing All Parts of th...
 
WSMM Media and Entertainment Feb_March_Final.pdf
WSMM Media and Entertainment Feb_March_Final.pdfWSMM Media and Entertainment Feb_March_Final.pdf
WSMM Media and Entertainment Feb_March_Final.pdf
 
Introducing the AI ShillText Generator A New Era for Cryptocurrency Marketing...
Introducing the AI ShillText Generator A New Era for Cryptocurrency Marketing...Introducing the AI ShillText Generator A New Era for Cryptocurrency Marketing...
Introducing the AI ShillText Generator A New Era for Cryptocurrency Marketing...
 
Toyota and Seven Parts Storage Techniques
Toyota and Seven Parts Storage TechniquesToyota and Seven Parts Storage Techniques
Toyota and Seven Parts Storage Techniques
 
Interoperability and ecosystems: Assembling the industrial metaverse
Interoperability and ecosystems:  Assembling the industrial metaverseInteroperability and ecosystems:  Assembling the industrial metaverse
Interoperability and ecosystems: Assembling the industrial metaverse
 
Simplify Your Funding: Quick and Easy Business Loans
Simplify Your Funding: Quick and Easy Business LoansSimplify Your Funding: Quick and Easy Business Loans
Simplify Your Funding: Quick and Easy Business Loans
 
Planetary and Vedic Yagyas Bring Positive Impacts in Life
Planetary and Vedic Yagyas Bring Positive Impacts in LifePlanetary and Vedic Yagyas Bring Positive Impacts in Life
Planetary and Vedic Yagyas Bring Positive Impacts in Life
 
Excvation Safety for safety officers reference
Excvation Safety for safety officers referenceExcvation Safety for safety officers reference
Excvation Safety for safety officers reference
 
WSMM Technology February.March Newsletter_vF.pdf
WSMM Technology February.March Newsletter_vF.pdfWSMM Technology February.March Newsletter_vF.pdf
WSMM Technology February.March Newsletter_vF.pdf
 
Fundamentals Welcome and Inclusive DEIB
Fundamentals Welcome and  Inclusive DEIBFundamentals Welcome and  Inclusive DEIB
Fundamentals Welcome and Inclusive DEIB
 
Rakhi sets symbolizing the bond of love.pptx
Rakhi sets symbolizing the bond of love.pptxRakhi sets symbolizing the bond of love.pptx
Rakhi sets symbolizing the bond of love.pptx
 
trending-flavors-and-ingredients-in-salty-snacks-us-2024_Redacted-V2.pdf
trending-flavors-and-ingredients-in-salty-snacks-us-2024_Redacted-V2.pdftrending-flavors-and-ingredients-in-salty-snacks-us-2024_Redacted-V2.pdf
trending-flavors-and-ingredients-in-salty-snacks-us-2024_Redacted-V2.pdf
 
Strategic Project Finance Essentials: A Project Manager’s Guide to Financial ...
Strategic Project Finance Essentials: A Project Manager’s Guide to Financial ...Strategic Project Finance Essentials: A Project Manager’s Guide to Financial ...
Strategic Project Finance Essentials: A Project Manager’s Guide to Financial ...
 

Crossrail - Governance and Decision Making - FuturePMO 2018

  • 1. Governance and Decision Making on Crossrail Walter Macharg Head of Change Control and Cost Assurance
  • 2. Header here max 30 charactersThe Elizabeth Line Route map 10% 10% increase in London’s rail capacity with up to 72,000 passengers per hour 100km The route will run over 100km, including through 42km of new tunnels under London 40 Crossrail will link 40 stations, including 10 new stations £42bn Crossrail will add an estimated £42bn to the economy of the UK.
  • 3. Header here max 30 charactersFinished….. ….almost
  • 4. Header here max 30 charactersProgramme Overview Governance - Organisation - Funding
  • 5. Header here max 30 charactersProgramme Overview Scale and complexity
  • 6. Header here max 30 characters e-Mail: learninglegacy@crossrail.co.uk Web: http://learninglegacy.crossrail.co.uk
  • 7. Header here max 30 characters12 Learning Legacy Themes
  • 8. Header here max 30 characters What does the Programme Controls function do and what’s it for? REPORTINGCost & Controls Performance Assurance Change Control Risk Management Planning Performance Analysis Standards - Information - Analysis & decision support - Assurance
  • 9. Header here max 30 charactersDefining Governance ‘Corporate governance involves a set of relationships between a company’s management, its board, its shareholders and other stakeholders. Corporate governance also provides the structure through which the objectives of the company are set, and the means of attaining those objectives and monitoring performance are determined’ Organisation for Economic Co-operation and Development OECD Principles of Corporate Governance 2004 www.oecd.org As quoted in: Directing Change A guide to governance of project management
  • 10. Header here max 30 charactersDefining Governance “…The ability to make effective decisions quickly…” 1. Framework Repeatable Reproducible 2. People Provide the evidence Provide the culture & environment …to make AND implement the decision!
  • 11. Header here max 30 charactersWork and Organisation breakdown structure
  • 12. Header here max 30 charactersWork Breakdown Structure The Scope Book
  • 13. Header here max 30 charactersCost baseline budget FUNDINGAFCDC TIME COST£m CONTROL BUDGET Contingency Delivery and Financing Budget Sponsor Funding Contingency Investment Income • Authorised by CRL Board • Analysed in WBS • Amendments subject to CHANGE CONTROL • Comprehensive risk register • Range of confidence levels IP2 IP1 IP0 • Forecast cash flows and risk • PDA defines Intervention Points
  • 14. Header here max 30 charactersDelegation of contingency budget CONTINGENCYTYPE Delivery and Financing Budget BOARD SECTOR PROJECT CONTRACTOR (Included in Target Cost) PROGRAMME • Catastrophic events • Strategic / political relation ships • Sponsor change • Major design or scope change • Major schedule delay • interface risks between projects • All risk to delivery of the project scope under the Project Manager’s control • Risks for which no contract price change is due, such as delivery cost overrun Contingency to fund risks:
  • 15. Header here max 30 characters An integrated suite of standard systems. Data warehouse to consolidate the ‘single source of truth’ and enable dynamic data interrogation Crossrail systems setup
  • 16. Header here max 30 characters Key pillars of successful earned value management Define the Baseline: scope and budget Work breakdown structure Objective performance measurement Variance analysis and corrective action reporting Disciplined and timely change control Systems – capture cost and change, and control delegation and approval APM: Earned Value Management Handbook, EVM Compass
  • 17. Header here max 30 charactersEarned value KPIs: cost and schedule CPI= 4,000 4,100 4,200 4,300 4,400 4,500 4,600 4,700 4,800 4,900 5,000 P01 P02 P03 P04 P05 P06 P07 P08 P09 P10 £m CEs adjust the PMB Variance from PMB Schedule Variance (SV) Cost Variance (CV) ACWP = Actual Cost of Work Performed BCWP = Budgeted Cost of Work Performed BCWS = Budgeted Cost of Work Scheduled PMB = Performance Measurement Baseline Illustrative view of Earned Value (EV) measurement 17
  • 18. Header here max 30 charactersImplementing EV 18 1. Set clear expectations via the Works Information 2. Publish clear processes and templates, and reinforced this with guidance and training 3. Embed tools and systems 4. Undertake progressive assurance
  • 19. Header here max 30 charactersPhysical progress measurement 19 The Quantity and Unit Rates Report
  • 20. Header here max 30 charactersThe intranet Planning Page
  • 21. Header here max 30 characters
  • 22. Header here max 30 characters
  • 23. Header here max 30 charactersUsing EV to compare performance Earned Value displayed comparatively (CCB, SPI, CPI, EAC)
  • 24. Header here max 30 charactersEarned value issues Have to have confidence in the systems and data Labour intensive Entrenched commercial positions have meant that teams have had to caveat all their EV data with a ‘what if’ analysis Is it: understood - believed - acted upon?
  • 25. Header here max 30 charactersEarned value extrapolation 250 300 350 400 450 500 P01 P02 P03 P04 P05 P06 P07 P08 P09 P10 P11 P12 P13 P01 P02 P03 P04 P05 P06 P07 P08 P09 P10 P11 P12 P13 P01 P02 P03 P04 P05 P06 P07 P08 P09 P10 P11 P12 P13 P01 P02 P03 P04 P05 FY 15/16 FY 16/17 FY 17/18 FY 18/19 EAC Range EAC Low EAC High AFC
  • 26. Header here max 30 charactersRisk Hierarchy: follows the OBS Risk Governance Risk Reporting Crossrail Limited Board Executive Committee Risk Sub- Committee Programme Risk Panel Delivery Reviews Audit Committee 1) Report 2) Escalate 3) Aggregate Contractor Risks Project Risks Strategic Risks Programme Risks Sector Risks
  • 27. Header here max 30 charactersRisk Registers and ARM Standard Risk Register formats used across the programme Consistency of language, process, information, assessment Improve recognition and engagement with risk information to support management and decision making Produced directly from ARM Standard Risk Register iPad Format Risk Register
  • 28. Header here max 30 characters Quantitative Risk Assessment (QRA) provides a measure of risk exposure allowing us to monitor performance and inform decisions Quantitative Risk Assessment (QRA) Exposure to cost and schedule risks
  • 29. Header here max 30 charactersReporting Hierarchy Schedule (P6) Risk and Issues (ARM) Cost (Prism) H&S (RIVO) Change and Contract Admin (eB) Risk managers Input Crystal Data Warehhouse Cost Managers Input Project Dashboards Civils Sector Report Stations (RfL) Sector Report Stations (LUL) Sector Report Systems Sector Report Technical Directors Report Utilities and Logistics Sector Report Are We on Time? Contributors Are We Wold Class? Contributors Are We Safe? Contributors Are We Within Funding? Contributors Programme Board Report Semi Annual Construction Report (SACR)Sponsors Crossrail Exec/ Board Programme Board Contributors Sectors Project Directors/ Managers Sector Reporting and Control Team input Base Data from Tier 1 Contractors Periodic Contractor Dashboards Functional Leads Operations Report On Network Works Report
  • 30. Header here max 30 characters PM Team: Write commentary Programme Controls: Paste data graphics Project Dashboard creation process
  • 31. Header here max 30 charactersProject Dashboard
  • 32. Header here max 30 characters HSPI ● 2.34 AFR(LTC) ● 0.14 CPI ● 0.95 SPI ● 0.93 Sch.Var.(t) ● -3.3 periods ES(SPI) ● 0.95 QPI ● 1.3 TCPI ● TBC ESMPI ● 1.7 Input ● 2.34 Output ● 2.13 Small data points =other contr acts in same sector PERIOD MOVEMENT TO DATE (PAF)Supplier Assurance Target 0% 1.0 0/0% 0/0%* 0% 100% 1.3 Actual 25% 0.77 33(51%) 45(70%) 2(18%) 50% 2.00        Period D 7% -0.11 -19% -4% 8% -21% Forecast Accuracy Schedule Quality AgedNCEs LowValue NCEs AgedURTs Cont.Red risks reviewed Agreements Perf. 3 monthforecast 0-1score # (%) >84 days # (%) <£50k %>6 Periods %inPeriod Score0 to 2 KPIs
  • 33. Header here max 30 charactersThe Board Report – four questions
  • 34. Header here max 30 charactersPerformance Assurance Round 1 Average Round 2 Average Round 3 Average Round 4 Average Round 5 Average 19 2 24 14 13 6 15 25 23 22 21 Best Collective score 26 Round 6 Average 27 3028 29 World Class ZoneValue Added ZoneIndicative average compliance line High Performance Performance Level OUTPUTSPerformance Risk PerformanceLevel INPUTS HighPerformancePerformanceRisk 3 2 1 0 1 32 57 Examples of world class performance Cross functional contractor average Individual contractor or JV cross functional performance
  • 35. Header here max 30 charactersDecisions about CHANGE
  • 36. Header here max 30 charactersCrossrail below the surface
  • 37. Header here max 30 charactersCase Study - Deletion of 8 shafts • Benefits • Foreseen consequences • Unforeseen consequences
  • 38. Header here max 30 charactersVentilation Shafts • x13 ventilation and emergency intervention shafts • Control air flow and the ‘piston effect’ during normal operation • ESSENTIAL to control smoke in the event of a fire to provide safe egress
  • 39. Header here max 30 characters???
  • 40. Header here max 30 charactersVentilation Shafts 1. Provides a significant reduction in surface impacts 2. £118m cost saving 3. Provides the ability to ventilate both tunnels in a fire. 4. Requires the introduction of full height PEDs & platform ventilation x8 shafts REMOVED… Westbourne Bridge, Hyde Park, Park Lane, Hanbury Street, Lowell Street, Hertsmere Road, Blackwall Way & Warren Lane
  • 41. Header here max 30 charactersVentilation Shafts 5. Limmo Peninsula1. Fisher Street 2. Stepney Green 3. Mile End 4. Eleanor Street
  • 42. Header here max 30 charactersPlatform Edge Screens Full height screens  Ventilation segregation  £118m cost saving   Jubilee Line Extension, London  Platform Edge Doors  No ventilation segregation.
  • 43. Header here max 30 charactersThe change decision making process
  • 44. Header here max 30 charactersKey pillars of successful change control Baseline: scope and budget Work breakdown structure Delegation Systems – capture cost and change, and control delegation Approval
  • 45. Header here max 30 charactersSystems to capture change Trend raised in Prism cost system Critical issues meetings Contractual early warning notice Project Technical Request process: Request for Info, Field Change, Non Conformance Risk capture via ARM Weekly change alert to Executive Contractual risk reduction meetings Site progress meetings Etc… Regular trend review meetings PRISM G2 Change AFC and risk reports: Project dashboard and Board report A full audit trail in the cost system for changes to forecast and budget
  • 46. Header here max 30 charactersThe change approval process 2 week cycle Delivery or Programme Change? Project Team Complete Change Paper Formal Review Process Commercial and Change Sub Committee (CCSC) Reject Approve Programme Project Funded Change Delivery Requirement for Change identified Over £XXm Refer to Board Decision Delegated Authority Standard template with details of change request Captures: • key issues • Business case • Safety implications • Financial impact Reviews by all relevant stakeholders and subject matter experts. Change papers are sent for revision if information is unclear or incomplete.
  • 47. Header here max 30 characters In excess of 20,000 implemented compensation events Volume of change £0.15m 20,187 Total £3,000m Total 700 Programme Changes in six years
  • 48. Header here max 30 charactersLessons learned: things to do better Procurement strategy for design If design ownership retained by employer, complete the design before procurement Level at which to control design change Try to capture design change at time of issue Interfaces between contractors, in design and schedule Projects with multiple stakeholder interfaces are risky; ring fence the projects as much as possible Train and signalling systems design and testing will over- run.
  • 49. Header here max 30 charactersLessons learned: what went well Establish the controls baseline - single source of truth Work Breakdown Structure and Cost Breakdown Structure, related to the organisation breakdown structure Establish programme controls early - spend time, effort and money on the controls systems BEFORE main contract works are procured Establish a culture of performance improvement (e.g. through performance assurance) Allocate risk to appropriate levels of the organisation, and delegation of contingency Continually review risk via QRA and comparison to contingency and total budget authority Capture change to scope, forecast and budgets early via integrated systems Formal project performance reviews Reinforce the culture and build confidence
  • 50. Header here max 30 charactersDid we succeed in controlling change? Little major change to design But high volume of design change at the detailed level Contracts let before civils design fully complete Few major Sponsor changes Self imposed schedule change, particular at contract interfaces Contingency budgets were utilised Late stage problems with systems integration Passenger service through the main tunnel in 2019
  • 51. Header here max 30 characters 12 Themes • Project and Programme Management • Procurement • Authorisations and Consents • Land and Property • Health and Safety • Environment • Engineering • Operations • Talent and Resources • External Affairs • Innovation • IT Crossrail Learning Legacy http://learninglegacy.crossrail.co.uk/
  • 52. Header here max 30 characters Turner & Townsend in Infrastructure
  • 53. Header here max 30 charactersChange driven by conditions
  • 54. Header here max 30 characters Success factors for the Connaught Tunnel change Collaborative approach Transparency Good process Plan for early completion Expertise