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Abstract Overviews

Mr Glen Alleman

ABSTRACT: Keynote Presentation

Title: TBA

ABSTRACT: PGCS Masterclass

Title: Strategies to Detect, Prevent, and Correct Causes of Project Stress and Failure

Masterclass Overview
As Australia embarks on an unprecedented level of capital expenditure on major projects across multiple domains in Federal and State Governments including Defence and infrastructure across multiple sectors, including roads and rail projects in both the major capital cities and regional areas, it is timely to be reminded that major projects are perilous undertakings with the risks of project stress (defined and cost and/or schedule overrun) and failure both ever present, requiring ongoing monitoring to prevent and correct.

This master class provides a rare opportunity to learn from the latest United States research on the primary causes and contributors to project stress and failure and the latest strategies and tools and techniques which can be implemented to prevent and correct these issues, significantly improving the probability of successful project delivery outcomes.
The foundation of this masterclass is research, principles, and practices developed at the US Institute for Defence Analyses, a Federally Funded Research and Development Centre (FFRDC) which analysed root causes of project and program stress and failure for US Department of Defence programs. While this research informs the policy advice provided to the US Defence Department Office of Performance Assessments and Root Cause Analyses (PARCA) focused at improving the probability of project and program success, the lessons learned can be applied to all projects and programs across government and industry.

Workshop Objectives:
The attendees will learn the principles and practices needed to identify the primary causes of project stress and failure as shown in the diagram below.
The attendees will gain hands on experience to prepare them with the skills to identify:

Master class attendees will return to work with the knowledge and hands on experience needed to identify and implement preventative and corrective actions to address the primary causes and contributors to project stress and failure increasing the probability of successful delivery outcomes for projects and programs in their domains.


ABSTRACT: Keynote Presentation

Title: True Innovation is Successful Implementation of Lessons Learned

As the Enterprise Director of Program & Project Controls for the national Technical Knowledge & Innovation (TKI) group at Arcadis, the presenter pursues the TKI mission to, "Create the world-class solutions that drive market demand" and "Drive the continual evolution of our capabilities & catalyze collaboration."

Mr. Carson has found that the best way to drive innovation is to identify the true goals for programs and projects and study the lessons from project successes, industry studies, and dispute resolution that demonstrated how best to meet the project goals. These goals are varied across the project stakeholders; with the Owner wanting, not on-time and on-budget performance, but no-surprise results that align with the original asset performance needs, and the Contractor wanting, not just profit, but a controlled process with financial and reputational success. This presentation will demonstrate the most successful way to organize and manage programs and projects through a collaborative culture of leading-edge project controls planning and execution throughout the program or project life-cycle.

This session will provide the detailed roadmap that every Owner and Contractor should follow, and support the map directions with several case studies of actual projects, as well as identification of symptoms that provide key performance indicators to ensure the mapped path is followed.

ABSTRACT: PGCS Masterclass

Title: Improved Program & Project Outcomes through Successful Control of Risk

Success in program or project delivery depends on managing the risks across the full project life-cycle, from the initial concept for a new project to handing off the completed asset to operations. Success, especially in major projects, almost always relate to controlling cost and time overruns that are directly related to these risks.

However, the traditional professional focus on cost and time will fails if the underlying risks are not identified and controlled.
Program design requires an effective strategy that (in addition to focusing on the intended benefits, and investments required to secure benefits), focuses on the risks that could subvert the program, allowing the project focus on scope, quality, cost, and schedule.

The most effective control of project risk requires an integrated risk planning and management culture which is integral to the innovative technical project controls disciplines of cost and time management. This is a proactive and planned continual effort and not a simple "one-step" process.

This approach includes special attention to specific high-risk areas of program and construction or engineering management that addresses each area with an assessment of the risks as well as recommendations for the appropriate execution process necessary to manage those risks.

Success correlates with collaboration among the full construction or engineering team, and a strong integrated cost, schedule and risk management approach.

Workshop Objectives:
Master class attendees will return to work with the principles and practices needed to:
• Understand how to strategically plan programs and projects;
• Recognize the areas of risk that can be controlled for a successful outcome;
• Implement innovative technical program/project controls to reduce and mitigate risk; and
• Understand the full integrated controls approach to program and project management.

Mrs Val Jonas

Mr Chris Deeble, AO CSC


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