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Abstract Overviews

Antonio Rippe

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:

Target Audience:
The workshop is intended for people who are currently:

Others who would benefit from attending this workshop include:


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.


• 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.


• 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.

Antonio Rippe

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.

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. This presentation will discuss how systems engineering is not only still relevant but is even more important in an Agile world. The presenter's work, with NDIA and the USA government agencies, 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 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.

• Change as the key driver behind benefits realisation
• Making change management practical
o Getting off to a good start – the change workshop
o Examples and cases
• Leading change throughout the project

James Quilliam

An Independent Schedule Risk Assessment (iSRA) Process – Utilizing Existing Objective Data and Subjective Applied Expertise for a Quantitative, Comprehensive and Credible Schedule Risk Assessment (SMC/FMCE)

This case study is an effort to document and share with practitioners the results of an independent schedule risk assessment process. This process utilizes both objective and subjective assessment areas for comprehensive, quantitative, and credible SRA results for decision makers.

This case study will provide an in-depth explanation of the principal objective and subjective assessment criteria of the process. The elements of this process will focus first on three (3) primary objective assessment criteria of performance metrics, program risk/s, and historical (analogous) program data. The second part of the comprehensive process will focus on three (3) primary subjective assessment criteria of subject matter expert (SME) risk ratings, known risk issues (not yet formulated) and possible what-if excursions (What-if scenarios).

The results of implementing a comprehensive objective and subjective based process utilizing these six (6) data criteria should greatly enhance the understanding and confidence that leadership and project teams have in the results of this independent comprehensive schedule risk assessment. It will also assure that sound decisions are being made based on the reliance of these crucial schedule risk assessment criteria. This study also establishes a foundation for future research into schedule risk assessment tool results, accuracy and capabilities.


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