Abstract Overviews
Ryan Bettinger
Converting a Project Master Schedule into an analysis schedule - tips, tricks and techniques to prepare for a full Joint Confidence Level (JCL) Analysis
Masterclass Overview
One of the principal objectives of project management is the successful execution and completion of a project plan within the cost and schedule constraints. A Fully Integrated Cost and Schedule Method (FICSM) is a disciplined, systematic, and repeatable process to integrate three critical pieces of information (cost uncertainty, schedule uncertainty, and the risk register) to deliver risk-informed decision-making to the project managers.
The schedule is the scaffolding of the FICSM process. However, what if the schedule is too large or cumbersome to use? What if the schedule is not at an appropriate level of maturity? What if the schedule does not yet exist? The solution: An analysis schedule.
This masterclass will discuss when to use an Analysis Schedule, how to construct the analysis schedule, and demonstrate the Analysis Schedule's vital role in the FICSM process.
Workshop Objectives:
The workshop objectives are:
(1) Importance of an Analysis Schedule in the FICSM process
(2) Development process of an analysis schedule
(3) How to keep an analysis schedule current
As a result of this workshop, participants will:
- Understand the core concepts of an analysis schedule
- Identify when an analysis schedule is appropriate for FISCM analysis
- Be able to develop, maintain, and execute an analysis schedule for FISCM analysis
Target Audience:
The workshop is intended for people who are currently:
- Planning a FISCM analysis
- Analysts performing a FISCM analysis
Others who would benefit from attending this workshop include:
- Schedulers & schedule analysts
- Program/Project Management
- Program/Project Stakeholders
Topics:
- What is a Fully Integrated Cost Schedule Model (FICSM)
- Pros/cons of using an Analysis Schedule
- Determining the scope (size, content, etc.) of an analysis schedule
- Maintaining consistency between the Analysis Schedule and the Integrated Master Schedule
- Updating the analysis schedule
Rasmus Rytter and Helena Bograd
Realizing benefits from change - The role of change management as the key enabler for benefits realization.
Masterclass Overview
The Masterclass objectives are to provide attendees with the skills needed to:
(1) Lead their projects towards benefits realization
(2) Lead change to create benefits
(3) Implement the change process to realize benefits while avoiding typical pitfalls.
As a result of this workshop, participants will be equipped with the knowledge needed to implement an effective change management function within their organization that is focused on maximizing the realization of planned benefits.
Target Audience
The workshop is intended for people who are currently working in the fields of change management and/or benefits realization, or supervising these functions.
Others who would benefit from attending this workshop include senior project and program managers, and senior organizational managers responsible for governing the creation and delivery of benefits to their organization.
Topics
• Mastering benefits realization
• Designing your project to create benefit, case work and examples
• Benefits analysis, the foundation for benefit driven leadership and tracking
• Change management as the key enabler for benefits realization
• Change analysis, creating the foundation for successful change
• Making these processes work in your organization with examples from successful implementations.
Gordon Kranz
Integrated performance management analysis. To include SE Technical performance measures, Risk Management, and Cost and schedule metrics.
Masterclass Overview
Masterclass Objectives:
The Masterclass objectives are to provide attendees with the skills needed to:
(1) How to develop an integrated technical plan for complex programs to allow for accurately tracking progress.
(2) How to perform integrated data analysis of periodic cost, schedule, and technical data to access historic performance to date.
(3) How to use cost and schedule performance data, technical performance measures and technical risk to predict future performance.
(4) How to perform independent analysis on end of program projections to assess feasibility and realism.
As a result of this workshop, participants will be able to successfully perform integrated performance management analysis of a project or program.
Target Audience:
The workshop is intended for people who are currently engaged in project controls, performance management, program management, and system engineering.
Others who would benefit from attending this workshop include senior managers and others who need to understand the benefits of, or use the results of an integrated performance management analysis of a project or program.
Topics:
• Aspects and artifacts of an Integrated Program Management required for a balanced technical plan.
• Developing a technical plan that can be incrementally updated as the program matures and leverages lessons learned and navigates technical and programmatic challenges.
• Using Technical Performance Measures, Technical Risk Register, and Schedule Risk analysis integrated with cost and schedule analysis to gain a deeper understanding of current program status.
• Using the result of integrated performance management to forecast cost and schedule to both interim and end of project milestones.
• Assessing a programs latest forecast for feasibility and realism.
Rasmus Rytter
Realizing benefits from change
Get a practical guide to greater value creation
Would you like to realise more benefits from your change projects? Are you an executive, project manager or portfolio manager? Then join me and learn more about what you need to do to realise the full benefits potential of your change projects.
At the key note, you will get:
• Introduction – Why are change projects not creating the value they should
• Benefits realisation:
o Design projects to create value - examples and cases
o Leading projects to create benefits
o Tracking benefits
• Get inspiration on how to get started with benefits realisation
A different view on change projects
At the key note, you will be introduced to a number of key points from the book "Benefits Realisation: The Change-Driven Approach to Project Success.It is a new approach to change projects where you let benefits realisation define the project and its direction and link it to behavioural change – the decisive factor of benefits realisation.
This key note will be followed by a presentation by Helena Bograd in Stream 3, Session 2, who will dive deeper into a new method for change and value creation inspired by behavioural design.
Ryan Bettinger
The FICSM Team: The whole is greater than the sum of its parts.
A Fully Integrated Cost Schedule Model (FICSM) helps merge the stovepipes of cost, schedule, and risk into a holistic model and provide risk-informed decision-making information to the Program/project management and stakeholders. FISCM reaches across disciplines to obtain data from cost analysts, schedulers, and risk managers and is useful for defending budgetary and scheduling decisions with evidence, prioritizing risks and other threats based on their overall impact to the program and not simply their anticipated local impact, developing more precise risk mitigation plans, among many other uses.
Developing a FICSM model takes time and effort. Identifying and establishing the appropriate team members and points of contact is instrumental for success. This presentation will highlight some of the speaker's experience in identifying and establishing the various roles required to construct a FICSM model and how these led to the successful execution of the Programs/projects.
Kym Henderson
ISO 21512 EVM Implementation Guidance
As the convenor and Project Leader for the current ISO TC258 WG12, EVM Implementation Guidance project and previously Core writing team member for ISO TC 258 WG7 which developed the global ISO EVM Standard (21508:2018) and Chair PGCS Ltd, Kym Henderson is uniquely positioned to provide a global perspective on the current 'state of play with EVM globally and what this could mean for Australia.
He will provide an overview of:
- ISO 21512 EVM Implementation Guidance The companion standard to ISO 21508: 2018 which provides guidance on "how to" effectively implement EVM.
- A "lookahead" on what is in the pipeline with a refresh to ISO 21508:2018 and ISO 21511:2018 (Work breakdown structures for project and programme management) and what these updates may mean for Australia.
After this session, delegates will:
- Understand the 'current state of play' in the development of EVM as a global standard for project management, monitoring and control
- Appreciate how implementing EVM based on the ISO standards can help organisations improve project delivery outcomes.
- Understand how developments in the ISO standards affect project management and control standards and practice in Australia.
Gordon Kranz
Adapting Systems Engineering from Waterfall to Agile
Agile methods are being used in all aspects of business and government to address the rapid change in the business and social environment. Historically systems engineering practices were used to help understand and define the problem before teams would start implementing solutions. Today changes in the need happen so rapidly the time to understand, define, and implement solutions needs to short and resilient to change. Leading to the perception, held by many, that systems engineering (SE) is obsolete in an Agile environment.
Based on the presenter's work, with NDIA and USA government agencies, this presentation will discuss how systems engineering is not only still relevant but is even more important in an Agile world, and highlight emerging best practices for using SE on Agile projects.
Helena Bograd
Benefitting from change management
Objectives / Presentation Abstract:
Lack of behavioural changes are one of the primary reasons why change projects do not realise their full benefit potential. Still, it is rare to see projects take their point of departure in the people who will be affected by the changes, and often we fail to provide these people with the proper support during the project.
This makes it hard for our colleagues, clients, or citizens to change their behaviour, which is a shame, because it means that we will not get the full value out of our projects. If we include change management and behavioural design in our projects then we can elevate the effect of our development initiatives significantly.
This presentation will use examples and cases to introduce a structured and practical approach to change. It builds upon the notions made by Rasmus Rytter in his keynote presentation, but can be followed regardless of whether you have attended that presentation.
After this presentation you will:
• Appreciate the importance of change as the key driver behind benefits realisation
• Understand how to make change management practical by:
o Getting off to a good start – the change workshop, and
o Leading change throughout the project
James Quilliam
Angela Tuffley
Why Is My Schedule Slipping - and what can I do about it?
According to a Gartner Survey (2012) "The single most common reason that projects are considered a failure is because they are substantially late". Two-thirds of the survey respondents consider the challenges of bringing projects in on time, on budget and with the agreed functionality as the primary causes of project failure.
Schedule slippage is a symptom of any number of problems or causes occurring on a project. Identifying root causes of schedule slippage is not always easy but is necessary if schedule slippage is to be remedied and managed.
The Schedule Confidence Risk Assessment Methodology (SCRAM) utilises the Root Cause Analysis of Schedule Slippage (RCASS) to identify why project schedules are slipping. Once identified, projects can then mitigate risks and implement corrective actions. This presentation will provide an overview of RCASS with real examples of risks and issues identified in over 50 SCRAM Reviews.
After this presentation you will:
• Understand of the Root Cause Analysis of Schedule Slippage (RCASS) methodology
• Be aware of the Schedule Confidence Risk Assessment Methodology (SCRAM)
• Be empowered to develop more robust, risk tolerant schedules.
Madeline Collins
When Cardinal Milestones hide a positive story
Defence has a long history of reporting schedule delays on major capability delivery projects. It is not uncommon when the annual Defence Major Projects Review (MPR) is tabled to hear reports that across these top defence projects there is a combined schedule slippage of many decades. This is just one of many metrics within the MPR, but is commonly used to create an attention-grabbing headline.
Due to the nature of the cardinal milestones in defence projects, the early achievement of delivering capability can be hidden by headline grabbing schedule slippages. In this presentation one example of this from the MPR will be explored. The project is SEA1439 Ph5B2, Collins Class Communications and Electronic Warfare Improvement Program (CEWIP). This example will show how through cooperation and goodwill between CASG (as the Commonwealth Delivery Agent) and multiple contractors delivery was accelerated to meet the requirements of the Capability Manger ahead of schedule. But due to the cardinal milestones established at project inception the project is currently forecasting a schedule slippage in excess of 7 years.
After this presentation you will:
• Understand the importance of the selecting the right milestones for measuring program performance.
• The value of collaborative working in delivering value to the client.
• Appreciate the challenges of communicating complex project information effectively.
Prof Sandeep Chinnobaiah
4D Program - Future of Project Controls
The advancement of 3D BIM Model Elements and with the availability of CPM Schedules, when integrated together to generate a 4D Programme, allows to develop digital twin.
Under simulation of various construction sequences and approach in 4D Program we are exposed to the scenarios, unknown constraints, and restrictions, which will help us in optimising construction strategies and resources deployment.
Identifying risks, constraints, and limitations at the earliest stages of project during pre-construction period will enable higher standards of project controls.
Cost loading to the 4D Program allows the project controls team to work with 5D program, where quantities of elements are obtained instantly, and Earned Value Analysis can be carried out in 4D Environment where we can visualise the extent of actual construction stages.
This combined capabilities in one integral tool, will allow higher efficiency in Project Control which in-turn enable higher standards of Project Management. Thus, the future of project control lies in realising true potential of digital twin with the help of 4D Program.
After this session, delegates will:
- Understand the use of 3, 4 and 5D modelling to digitise projects (digital twin)
- How to use 4D modelling plan and control engineering projects
- Appreciate the use of a digital twin to remove clashes and optimise process.
Michael Francis
Decisions via The One (as in, one pagers)
Supporting decision makers via simplified and out-of-the-box one pagers, based on adapting methodologies and principles from multiple disciplines, including earned value management. Examples will be selected from service delivery to digital transformation, ranging from product level to investment portfolio management.
After this presentation you will:
• Have seen a series of one-pager designs and be able to adapt these to help your senior decision makers decide.
• Understand the importance of structuring a message effectively to facilitate decision making
• Understand how visual presentation can enhance the power of your messaging.
Drew Nugent
Chris Deeble
Meri Duncanson
My PMO is smaller than your PMO
In large organisations, the value and benefits of project controls and governance is well known. The acceptance and application may differ at various levels of the organisation, however, there is an expectation that planning, analysis and reporting on programs and projects will happen and will assist the organisation in doing the right projects at the right time.
Taking the all the useful elements and learnings from the larger organisations and their mature tools, systems, and processes, and using the insights and challenges to design and implement appropriate Program Controls and Governance for small organisations is a challenge but can be extremely rewarding.
This presentation will take an entertaining look at the tips and tricks and pitfalls in endeavouring to uplift the capability of smaller organisations.
After this presentation you will:
- Appreciate the value of governance is important for all organisations, no matter their size
- Learn that the most important element of project management and governance is building and maintaining relationships
- Discover key tips and tricks you can utilise in your workplace.
Matthew Benn
Val Jonas
Who needs luck? How innovators thrive on risk and opportunity, leading the way to success
For many years, opportunity was regarded as the way to cancel out risk - the zero-sum game, that meant there was no need to fund risk mitigation. But thinking has matured to a degree since then. And pundits have long since stopped describing risk and opportunity as simply the flip side of the same coin. Sadly, however, little progress has been made on new, alternative thinking on how to systematically exploit opportunity. Which means that we are missing a trick, ignoring a key tool that could help us achieve our goals: innovation. This presentation takes a practical look at some of the key strategies and tactics you can employ to capture opportunities and tip the odds
in your favour. Leading the way to success.
After this presentation you will understand:
•Some of the strategies and tactics you can employ to capture opportunities
•The importance of innovation in crafting opportunities
•The link between opportunity and success.
