Jean-Luc Ozoux
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The document discusses the need to digitally transform progress measurement from manual and subjective processes to automated and objective processes. It outlines some key challenges with current progress measurement approaches such as siloed data, lack of standardization, and reporting optimism bias. The proposed solution is to remove data silos, provide auditable and system-driven progress data through various automated adapters that can integrate data from different sources like schedules, costs, construction management systems, design software, and materials management systems. Automating progress measurement through these adapters would provide more accurate, reliable and standardized progress reporting.
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Project controls involves managing the metrics of a project such as time, cost, quantities and resources. The project controller generates cost and schedule information for the project manager. Project controls analyzes data from the technical team, procurement, construction and other stakeholders to develop the project plan, cost estimate, budget, resource plan and schedule. The project controls process involves three steps - project planning, project execution, and project evaluation.
DSS Case on Planpower
1. Which factors were responsible for FD to consider use of Planpower?
2. How would you describe the Planpower application? – Is it a DSS Generator or a Specific DSS? Also, is it a Descriptive Model or a Normative Model? Please justify your viewpoint.
3. Please elaborate on the sources of unstructuredness in the concerned decision situation.
4. What were the challenges that FD faced while implementing Planpower?
Project management
This document discusses project management principles and processes. It outlines the key characteristics of projects, including objectives, schedules, complexity, resources needed, and influence from the environment. The document also discusses the project management process groups of initiating, planning, executing, monitoring/controlling, and closing. It emphasizes that project management involves managing processes and people to achieve project goals. Progressive elaboration is discussed as continuously improving plans over time as more information becomes available.
Managing the Consulting Engagement
The document discusses managing consulting engagements through various phases including evaluation, commitment, engagement, closure, and maintenance. It describes key project management disciplines like general management, subject matter expertise, and project management. Various project management processes are also outlined, such as initiating, planning, executing, controlling, and closing. Finally, it discusses key project management responsibilities including integration, scope, quality, cost, time, risk, communication, organizational impact, human resources, and procurement.
Robert Latest cv
Robert Cordock is an experienced IT consultant and project manager specializing in large, complex projects across various industries including local authorities and housing. He has extensive experience successfully implementing SAP systems including a 43,124 personnel payroll/HR system. His skills include project planning, budget management, risk mitigation, stakeholder engagement, and ensuring projects are delivered on time and on budget.
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This document describes PWIMS, a public works information management system created by SoftTech Engineers Pvt. Ltd. PWIMS integrates various functional areas like budgeting, tendering, project management, and asset maintenance. It addresses challenges with manual processes by automating workflows and ensuring compliance. Key clients like MIDC observed improvements in estimating, sanctioning, and reporting after implementing PWIMS. The system aims to provide strategic and operational intelligence for public works organizations.
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This document discusses strategies for successful recovery projects following disasters. It outlines 4 pillars of success: familiarity with the event context, building institutional capacity, leveraging funding and governance structures, and maintaining momentum. For a flood recovery project in Cumbria, the approach focused on democratic planning, using technology to increase transparency and collaboration, and winterization interventions to build trust and momentum during reconstruction. The role is reframed as understanding differences to support a common purpose, investing in capacity and productivity, creating governance to achieve outcomes rather than being a barrier, and maintaining trust through transparent communication.
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This document discusses various methods for contingency drawdown on projects. It begins by defining contingency and contingency drawdown. It then outlines six recognized contingency drawdown methods: running it down with forecast and scope increases, splitting it into phases, running it down with progress achieved, planning drawdown around milestones, running quantitative risk analysis periodically, and linking drawdown to the risk register. The preferred method is outlined as linking drawdown to the risk register, carrying out regular quantitative risk analyses, and plotting contingency drawdown over time. Key points are that risk management is ongoing and contingency should only be drawn down for actual events.
Martin Paver
The document discusses how advanced data analytics will transform project controls. It hypothesizes that there are patterns in projects that could make some more prone to variance. With bias-free data pooling and analytics, projects could be delivered with more confidence, quicker and cheaper. An example is given of how analytics could have helped predict issues on the Crossrail project. The challenges of implementing advanced analytics are also discussed, such as how to manage bias in AI and whether project controllers should become data scientists. The document concludes that project controls is on the verge of significant disruption from emerging predictive and forensic analytics capabilities.
Jason Hones
Highways England is responsible for maintaining and operating England's strategic road network. Value management is concerned with achieving the best balance between project objectives and resources. Highways England uses value management techniques at various stages of projects to identify solutions that deliver objectives in the most efficient way. A value management delivery plan tool is used to assess project complexity and plan appropriate value management interventions.
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James Lea is a leader in the field of project management and data-driven delivery. He advocates for placing teams and data at the heart of project delivery by empowering teams with data, sharing data openly, and building trust through a distributed model where teams have ownership over the data. Lea argues that this approach leads to more effective delivery by allowing teams to use data to inform decisions, address issues collaboratively, and continuously improve processes. Looking ahead, he sees opportunities to further leverage data and new technologies like artificial intelligence to transform project design and delivery.
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This document discusses how embracing the circular economy can transform business performance. It provides examples of companies that have adopted circular business models to increase profits and competitiveness. IKEA's goal is to become fully circular by 2030 by offering product return schemes and furniture as a service. Interface doubled profits by making new carpets from old ones. Renault's factory achieves zero waste to save on energy and materials. The Ellen MacArthur Foundation and UN Global Compact provide collaborative networks for businesses to transition to more sustainable practices.
Iain Minns
This document discusses factors that contribute to successful project outcomes. It addresses common challenges like optimism bias that creates unrealistic expectations. While more data is collected, it is important to focus on the most relevant information. The basic principles of defining the project scope, establishing clear roles and responsibilities, setting up a governance structure, and having a plan for decision making and reporting apply across projects. Key factors for success include understanding the relationship with the parent organization, identifying the main driver or priority for the project, establishing the right set up and balance of accountability, and focusing reporting on critical issues.
Holding
This document appears to be a log entry with the identifier "EVA25" and date "MAY 13 14 2020". It likely documents an event or activity that took place but provides no other contextual details in the content presented.
Ed Davey
The document discusses the benefits of exercise for mental health. Regular physical activity can help reduce anxiety and depression and improve mood and cognitive function. Exercise causes chemical changes in the brain that may help protect against mental illness and improve symptoms.
Dawn Thompson
The document discusses developing project control competencies through training. It summarizes that the ECITB is the statutory skills body for the engineering construction industry that invests in training. It offers qualifications and courses in project controls, estimating, planning and cost engineering aligned to industry standards to address skills gaps in areas like project management, planning and engineering design. The training aims to build workforce capacity and quality across the industry.
Cameron stewart
This document discusses the importance of project controls for agile delivery and multimodal environments. While controls are often seen as slowing things down, the document argues that what organizations really want is fewer inefficient controls, not less control overall. It advocates for a multimodal approach that uses different frameworks and methods as needed but maintains a common baseline of control across all work. This can be achieved through a Project, Programme, Portfolio and Agile Office or Centre of Excellence that offers the right level of control while still fostering innovation. The document concludes by asking if organizations and leadership teams are ready to embrace this vision of reducing unnecessary control through a more agile yet still controlled approach.
Bob arnold
This document discusses the need for a standard to guide directors and boards on their health and safety responsibilities. It notes that while directors believe they prioritize safety, the reality on the ground is often different, leading to accidents. A standard is needed to define the roles of boards, non-executives, and executives in planning for safety, overseeing execution, monitoring performance, and being accountable. The standard would align visions, assist with implementing safety standards, and provide assurance to stakeholders. Developing and socializing such a standard could improve safety cultures and performance.
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The document discusses creating a professional cost engineering discipline and defines the roles and accreditation levels within cost engineering, from enrolled to certified and fellow. It presents a development pathway and notes that having certified professionals can positively impact projects. The document also lists the head of profession team that helps develop the cost engineering discipline.
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The document discusses the need for project controls professionals to improve and become more professional. It argues that the role of keyboard jockeys is declining as technology becomes more ubiquitous. It recommends that professionals focus on people basics like establishing structured career paths, defined capability requirements for each level, and standard job descriptions. This will help professionals become more assured and enable them to better demonstrate their value to senior management. The document stresses that change takes time but professionals should focus initially on the basics for both people and processes.
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This document discusses change management and its impact on construction projects. It defines change as anything that alters the original project scope, budget, schedule, or risk profile. The importance of maintaining a "golden thread" that links all changes to who requested it, when it was approved, and how it was funded is discussed. Implementing robust change management is difficult but important for tracking costs, schedules, and estimating impacts. The document concludes with estimating when changes should be incorporated into cost estimates and how changes are viewed in cost management tools and their effect on estimates of project completion costs.
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- 1. The Digital Transformation of Progress Measurement Jean-Luc Ozoux – EcoSys Solution Specialist
- 2. Confidential2 • Need to know where we are today to understand where we will finish • Manage stakeholder expectations • Identify areas of poor performance • Analyze root causes and take corrective actions Why is progress measurement important? An Art Form? Haphazard? “Finger in the Air”
- 3. Confidential3 • Measure progress against the plan • Support Earned Value Analysis • Calculate performance driven forecast adjustments What is the purpose of measuring progress? MEASURE FORECASTON TARGET?
- 4. Confidential4 Where do we need to improve? • Siloed and disconnected processes and data management • Too subjective and open to interpretation • Lack of standardization – no standard rules of credit • Inefficient manual process with potential for error • Data intensive – multiple sources requiring consolidation, manipulation and analysis • Difficult to validate reliability and accuracy of information • Optimism Bias – reporting “inaccurate” progress especially early in project lifecycle
- 5. Confidential5 The solution is “automated objectivity” ObjectiveSubjective Automated Manual Efficiency & Accuracy • Remove silos • Ability to drilldown into source data • Auditable progress data • System driven values • Standardized processes
- 6. Confidential6 Cost Control Different Sources, Data and Methods Schedule Activity or Task Start and Finish Construction Management Installed Quantities Design Software Engineering Deliverables3D Information Management Deliverables Completions Materials Management Materials Requisitions, Orders & Receipts ERP Accruals & Actuals Progress
- 7. Confidential7 • Best suited for short duration tasks • % based or rule based completions • Rule based progress: 50/50, 20/80 or 0/100 Schedule Activity or Task Start and Finish 50/50 Rule – Once started task = 50% complete. Balance earned on completion 20/80 Rule – Used if completion takes longer 0/100 Rule – 100% earned on completion Standard Adaptor File import Standard Requirements Web Services, APIs Custom Requirements Cost Control
- 8. Confidential8 • Cost Ratio method applied for activities occurring throughout life of project e.g. Prelims, Overhead, etc. • Invoice only project costs ERP Accruals & Actuals PS MM CO CATS Project Cost Objects e.g. WBS, Network Activities, Orders, etc. Purchase Orders, Purchase Requisitions and Receipts Planed Costs, Actual Costs, Actual Revenue Unapproved and Approved Time Forecasts WBS, WBS Status, Network and Network Activities Cost Control
- 9. Confidential9 Cost Control Design • Track completion of engineering deliverables based on progress milestones • Visualize planned and actual progress Design Software Engineering Deliverables3D
- 10. Confidential10 • Track completion of engineering deliverables based on progress milestones • Visualize planned and actual progress Design Software Engineering Deliverables3D
- 11. Confidential11 • Tracking status of deliverable packages and deliverable details • Managing status; not started, in progress, complete Information Management Deliverables Completions
- 12. Confidential12 • Procurement driven progress based on material receipts or contracted milestones • 10% on PO, 20% on shipment, 30% on delivery, 40% at test and commissioning Materials Management Materials Receipts ProcurementCost Control Cost Breakdown Structure Cost Budget Account Codes Budget Commitments (Planned) Requisitions Commitments (Actual) Material Orders Actuals (Value of Work Done) Material Receipts Actuals (Posted) Material Invoices
- 13. Confidential13 • Procurement driven progress based on material receipts or contracted milestones • 10% on PO, 20% on shipment, 30% on delivery, 40% at test and commissioning Materials Management Materials Receipts
- 14. Confidential14 Cost Control • CWP Number (WBS Code) • CWA Number • Plant • IWP Number • Planned Man-hours • Actual Man-hours • Planned Start/Finish Date • Actual Start/Finish Date • Discipline • Purpose • Crew Size • Best for repeatable tasks. Tasks requiring same amounts of time, resources and effort • Zero subjectivity Construction Management Installed Quantities Construction
- 15. Confidential15 • Best for repeatable tasks. Tasks requiring same amounts of time, resources and effort • Zero subjectivity Construction Management Installed Quantities
- 16. Confidential16 Cost Control Questions? Schedule Activity or Task Start and Finish Construction Management Installed Quantities Design Software Engineering Deliverables3D Information Management Deliverables Completions Materials Management Materials Receipts ERP Accruals & Actuals Data Management Options Desktop/Office Data Entry Mobile/Field Data Entry Web Services API 3D Laser Scanning Drones Radio Frequency Identification (RFID) Progress