Ms Melissa Cyrulik
Joint Agency Cost Schedule Risk Uncertainty Handbook (JA CSRUH)
The Joint Agency Cost Schedule Risk Uncertainty Handbook (JA CSRUH) describes the best practice techniques to model cost estimating uncertainty in order to calculate and report cost risk. Cost analysts supporting the DoD and NASA look to this handbook as the authoritative document outlining the processes and procedures for performing cost and schedule risk and uncertainty analysis in support of life cycle cost estimates for major acquisition programs. This Master Class reviews the main principles of the handbook and introduces techniques for identifying sources of uncertainty, collecting uncertainty data, distribution guidelines, applying uncertainty to models, avoiding duplication of uncertainty, and analyzing and reporting uncertainty simulation results. This session will enable cost estimators to capture uncertainty in their next estimate and modeling project.
Mr Mick Spiers
High Performance Leadership
Mick Spiers, Founder and Principal of The Leadership Project will conduct an interactive workshop on High Performance Leadership. We will explore key topics such as the common attributes of high performance leaders; leading with a learning mindset; how to lead with purpose and meaning; the role of emotional intelligence in leadership; effective communication skills all leaders need; and how to forge and lead high performance teams.
Mr Gordon Kranz
Integrating Agile with project controls on major projects
The pace of technology deployment is offering new opportunities and challenges for both commercial and government organizations. Commercial companies are trying to stay ahead of the competition, and government organizations adapt to the changing global economy and threats. Agile development methods are providing mechanisms to address these emergent and everchanging problems. This workshop aims to provide hands-on exposure to the use of Agile and how it integrates with project controls on a variety of scenario-based examples.
The workshop objectives are:
(1) Present the purpose and benefits of agile methods.
(2) Explain the mechanics of three widely used agile methods.
(3) Compare traditional development methods to Agile methods.
(4) Understand how Agile can be used for various projects that range from Enterprise SW development
and maintenance to large-scale HW and SW systems development.
As a result of the workshop, participants will be better prepared and equipped to apply project controls to Agile development programs. For example, allowing the participants to identify whether programs are using Agile effectively and understand how Agile progress is informing cost and schedule claims.
The workshop is intended for people who are currently performing or assuming responsibilities related to oversight, execution, or evaluation of projects or programs, including program and project managers, technical managers, Contract Managers, and Analysts managing large complex projects.
Others who would benefit from attending this workshop include project stakeholders with oversight roles, including members of Project Steering Committees or Governance Boards.
- Agile and Project Controls Background
- Common Agile Methods and Terms
- Traditional development vs. Agile developments
- Setting up a technical plan that allows for accurately tracking progress
- Using project controls metrics to analyse and report on Agile program status would
Dr Alicia Aitken
Scheduling: The Forgotten Art
Success with program delivery is never an accident. It relies on careful planning and scheduling to guide the team. The project controls equivalent of a lighthouse keeping the team from crashing on the rocks. Despite its importance many organisations have forgotten how critical their scheduling capability is to program success and have let it die off. This presentation will share a case study on how one organisation rediscovered the value of scheduling and regrew their capability.
Mr Sirish Parekh
Standardisation and informed insights through effective collaboration
An estimate will always vary due to its subjectivity and the variability of future outcomes. We are often distracted by attempting to wield variables outside of our control and it's about time to accept these limitations and focus on the ones we do have some measure of influence. Whilst high uncertainty is often considered high risk, we can embrace the variabilities to help make informed decisions. Starting with simplification, standardisation and collaboration, we are less likely to repeat mistakes, leaving more opportunities to innovate.
A focus on developing People, Processes and Data, concertedly.
Ms Melissa Cyrulik
Hope is Not a Method: Using Uncertainty Analysis to Better Predict the Costs of Your Program
According to the US Government Accountability Office, in 2008 nearly 70% of the US Defense 96 biggest weapons programs were over budget. Congress instituted the Weapon Systems Acquisition Reform Act (WSARA) of 2009 to improve the organization and procedures of the DoD acquisition process. During this period, the cost community was primarily producing estimates based on most likely inputs, lacking incorporation of the full range of possible outcomes for the inputs. Studies were underway experimenting with incorporating monte carl simulation techniques into our cost estimating processes and WSARA provided the push that made it a requirement. The Joint Agency Cost Schedule Risk Uncertainty Handbook (JA CSRUH) describes the best practice techniques to model cost estimating uncertainty in order to calculate and report cost risk. This session shares thoughts and insights on the JA CSRUH and how it spurred major improvements in DoD's acquisitions.
CASG Integrated Investment Portfolio Integrated Master Schedule: Strengthening Portfolio Visibility and Performance
TBH was engaged by the CASG Integrated Delivery and Architecture Directorate, Program Delivery Analysis and Planning Branch of Integration Division in December 2021 to develop a portfolio level Integrated Master Schedule (IMS) for the CASG Integrated Investment Portfolio (IIP).
This presentation will cover:
- The business challenge facing CASG and Defence
- The solutions implemented to overcome the technical challenges
- Demonstration of use cases and key aspects of the tool
- The benefits of the IMS in establishing Integrated Portfolio Management
- Future plans including the development of additional capabilities
- Lesson learned including aspects that should be considered by organisation seeking to implement a portfolio level IMS.
Mr Steve Wake
BS202001: Project Controls – A personal view
Steve Wake offers his personal insights on the new United Kingdom (UK) standard BS202001 National Specification Standard for Project Controls. BS202001 the first standard covering Project, Program and Portfolio Management controls, and is in its final stage of development.
The standard is a specification, that outlines practices that should be considered in the context of each project or program. 100% compliance is not mandatory, but proof that every statement has been considered is.
This presentation is a unique opportunity to understand the modern control analytics horizon which extends from the assessment of an idea and its potential benefits, through the delivery of scope, and its transition into an application which could be 20 years or more in the future, whilst the planned benefits are delivered through use.
Mr Gordon Kranz
Integrating Project controls with Agile development
The pace of technology deployment is offering new opportunities and challenges for both commercial and government organizations. Commercial companies are trying to stay ahead of the competition, and government organizations adapting to the changing global economy and threats. Agile development methods are providing mechanisms to address these emergent and everchanging problems.
We will discuss issues project controls professionals have with defining a baseline plan and tracking progress on Agile projects. Agile is a disciplined set of methods that should offer transparency with planning, status, and program objectives. If Agile methods are done correctly the plan, progress, and retrospective is clear. Understanding and mapping Agile methods and artifacts to traditional project controls is critical to being able to manage Agile programs.
Dr Naomi Mathers
Insanity is doing the same thing and expecting a different outcome – Supporting the success of modern projects
Through her experience, and her time as Director, Industry Liaison and Member Services at the International Centre for Complex Project Management, Naomi understands the importance of experienced project leaders skilled in responding to complexity in a way that ensures project success. Naomi will use the announcement that Australia is to build 4 satellites to explore some of the challenges faced by modern projects and explore how these projects can be a catalyst for change on many levels.
Dr Nitin Thakur
Designing for less complexity
Defence has a Force Design function, which, in the centralised strategic centre, is responsible for force structure assessments and force design decisions. Force Design has institutionalised a Defence Capability Assessment Program (DCAP), a process which kicks off by understanding changes to the strategic environment; qualifying and prioritising risks; developing capability investment options with an assessment of their value for money; and building a portfolio that fits within the budget envelope and schedules to deliver against strategic objectives. Defence needs to maintain a competitive edge and meet a wide range of Government-endorsed set of strategic objectives, imposing the need for a portfolio of diverse capability investments. This increases the complexity, and associated risks and costs of delivering on the portfolio. This presentation will attempt to put forward some ideas as to how complexity could be reduced at the design stage while still maintaining the requisite portfolio diversity.
Mr Edmund Chew
Systems Thinking in Planning for Project Success
Over the last six years, Rail Projects Victoria (RPV) has been planning and delivering the State's largest investments in rail infrastructure. With 40 projects and packages of work worth more than $35 billion in the pipeline, many valuable lessons have been learnt.
In this talk Edmund will share insights how the organisation has changed their planning approach to enable successful delivery of its projects. This will include using the Metro Tunnel Project as case study and the client's role in taking a systems thinking and approach to planning.
Mr Mick Spears
Manager AND Leader – balancing leadership and management for outstanding project success
There are distinctive differences in the role of leader and the role of manager. This begs the question of whether one person can do both. How can you balance between the style and motivations of a great leader with that of a great manager? When these 2 disciplines are blended what results can you expect? In this presentation, Mick Spiers will present the differences between a leader and manager. Where do they align and where do they conflict? Spiers provides guidance on the negative consequences when these 2 approaches are not in balance and provides practical tips for bringing the two together in harmony for greater impact.
Mr Phil Rokic
Designing success in a national change program
The John Howard "Seamless National Economy" included several transport reforms. This exploration of the maritime regulation reform will describe the challenges that were faced by the Australian Maritime Safety Authority (AMSA) during this program of change in the years 2011-2015. The aim being to deliver a single national approach to maritime regulation, while also rethinking how previous State laws would transition to a State-based implementation of a national regime.
Mr Craig Pope
Making the Schedule Great Again
In 30 years working in projects there have been many change but some glaringly consistent constants:
- There are not enough good planners and scheduler (and no one seems to be creating new ones anymore.)
- The project Schedule is often not used by the Project Manager to manage the project.
- Clear and effective communication is even more important now than ever.
In this presentation I hope to address some of these issues, by sharing my experiences and lessons learned through training people to be great schedulers and planners, who can communicate the schedule effectively to all levels of Project Management.
Mr Rob McMartin
Governance in Complex Projects
Projects have evolved to include a variety of different types in a multi-dimensional matrix including:
- Simple to complex
- Small to large
- Traditional to agile.
As these new project types have emerged and increased in difficulty, complexity and value, it has become obvious that the current systems, processes and governance requirements are now no longer suitable.
This presentation looks at the differences in the new evolved projects, as well as techniques for managing, controlling and governing these projects. We will look at the definitions of the project types and governance and personal attributes required for delivery of the new types of projects.
Who needs luck? How innovators thrive on risk and opportunity, leading the way to success
For many years, opportunity was regard 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.
Mr Pyrros Radimissis
Blackbox & Whitebox Estimating Techniques – Tips, Tricks & Pitfalls
During the Capability Life Cycle (CLC) we estimate using a mix of black-box and white-box techniques. The mix and balance of white-box/black-box technique is dependent on the knowns, unknowns, CLC phase and purpose of the estimate.
On one side of the spectrum, the ultimate estimate utilises a complete white-box technique based on a known scope linked to validated requirements, verified quantities and contracts underpinned by a complete Project Documentation Suite that is supported by documented project information and objective quality evidence (OQE) records. On the other side of the spectrum is a complete black-box estimating technique based on concepts and system-solution-class description parameter thresholds.
This presentation highlights some key tips, tricks and pitfalls and guidance on how to balance an appropriate mix for your estimating needs. The tips include problem space abstraction methods. The tricks include how to derive figures of merit to quantify systems and life cycle cost effectiveness differentiators. The pitfalls include lessons learnt through experience of applying each of these methods in practice.
Prof Shankar Sankaran
Project Management started off as a management innovation. Can it transition to meet the sustainability challenge?
Project management practices have evolved as the discipline grew from managing defence and engineering projects to delivering information systems, supporting organizational transformation, and managing megaprojects supporting national infrastructure needs. Thus, from starting as a tactical tool, project management grew to deliver organizational and national strategies. The next challenge for project management is to support the achievement of sustainable development goals to tackle societal challenges. How can it do this? In this talk we propose a way forward for project management to contribute to global sustainability by tracing the history of projects from prehistoric times to the 21st century. We outline the development of project management using the lens of socio-technical transitions to analyse technological niches developed to advance the field, and socio-technical regimes that have supported the development of project management to adopt these technological niches to meet changes that appear at the landscape level. By analysing the history of projects and project management, we argue that the discipline has continuously evolved as a transition innovation that can meet the challenges posed by sustainable development. However, further development of project management is needed to achieve that.
Dr Ceilidh Armer
SEA5000-1 Integrated Master Schedule Case Study
The SEA 5000 Phase 1 Project (Hunter Class Frigate Design and Construction) Integrated Master Schedule (IMS) integrates the BAE Systems Maritime Australia's (BAESMA) Contract Master Schedule (CMS), made up of 26 schedules, with the Commonwealth of Australia (CoA) schedules which do not fall under BAESMA's Hunter Class Frigate Program Head Contract.
For example, while the delivery of a weapon system could be delivered by the CoA as Government Furnished Equipment (GFE), it is still critical to the successful delivery of the SEA5000-1 Project.
A particular challenge with the development of the SEA5000-1 IMS is that BAESMA developed and maintained the CMS in Primavera P6 (P6), while the IMS is maintained by the CoA in Open Plan Professional (OPP). Differences in scheduling software between organisations can be a common integration issue amongst organisations participating in major Defence acquisition projects.
This presentation highlights the challenges and lessons learned from developing the SEA5000-1 IMS including the:
- Tools and techniques used to the develop IMS, including the newly developed conversion tool that facilitates and maintains logic level integration between the P6 CMS into the OPP IMS.
- Benefits of working closely with and maintaining a productive working relationship with the SEA5000-1 Prime Contractor BAESMA.
Mr Walt Lipke
Earned Schedule: Project Duration Increase from Rework
The introduction of Earned Schedule (ES), as an extension of Earned Value Management, led to the discovery of schedule adherence (SA). With SA, project managers can observe how closely the project execution follows the planned schedule, by monitoring the Schedule Adherence Index (SAI). SA provides methods for identifying tasks that may have performance restricted by impediments or process constraints, and other tasks that may experience rework in the future. As well, calculation methods have been created, utilizing SAI, for determining the rework generated from performing tasks out of their planned sequence. Thus, project managers have facility to assess the cost impact of rework. Rework obviously impacts project cost, but it must, also, increase project duration. This paper takes another step in the evolution of ES. A method is developed for determining the duration increase caused by rework.
A/Prof Xiaohua (Sean) Jin
Mental Health of Project Management Practitioners in Architecture, Engineering and Construction (AEC) Projects during the COVID-19 Pandemic
The novel coronavirus COVID-19 pandemic outbreak forced closure of construction sites across the states and people to work from home. The Architecture, Engineering and Construction (AEC) sector was mostly hit by the pandemic because of its engagement in complex projects that entails large supply chain and multiple parties in delivering construction projects. Disruption in supply chain of materials and workers to construction sites has introduced new management system in AEC projects. Remote management of multiple project parties sparked unprecedented challenges and project organizations struggled to transform into new forms of budget, quality and time management systems. These unprecedented changes and challenges due to the COVID-19 pandemic have introduced new psychosocial risks for mental health of project management (PM) practitioners in the AEC sector. This research is aimed at improving the mental health status of PM practitioners in AEC projects during the pandemic by exploring the pandemic-associated psychosocial risk factors, evaluating the stress level of PM practitioners, assessing organization-level interventions, and establishing a psychosocial risk management framework. These research objectives were attained through an expert forum, an industry questionnaire survey and a quantitative analysis based on structural equation modelling. The findings are expected to help organizations in the AEC sector to take effective measures to improve the mental health of their most valuable assets – PM practitioners.
Mr Kym Henderson
ISO 21512 EVM Implementation Guidance
Convenor and Project Leader for the current ISO TC258 WG12, EVM Implementation Guide project, Core writing team member for ISO TC 258 WG7 which developed the published global ISO EVM Standard (21508:2018) and Chair PGCS Ltd, Kym Henderson will provide an overview of the ISO EVM Standard, Australia's modified adoption as AS4817-2019 and the under-development ISO EVM Implementation Guide.
His position enables Kym to provide unique insights on the standards development process, considerations and issues which lead to the ISO EVM Standard being the published standard that it is and the current status and challenges of developing the ISO EM Implementation Guide during the COVID-19 pandemic.
Mr James Bancroft
Defence Cost Modelling - leveraging people and information to succeed
In a complex geopolitical world, the pace of strategic Defence Capability decision making is increasing. This places greater pressure on project cost analysts expected to develop reliable project cost estimates expeditiously in support of capability decision making processes. This stream seeks to provide an overview of the process for Defence cost analysts to quickly gain a thorough understanding of proposed Defence capability, focusing on the key project artefacts that educe the most important information required to develop reliable cost estimates. Further, it emphasises the importance of working with key stakeholders involved in the CLC process to consistently produce reliable whole of life costs.
Mr Munir A Saeed
Making Benefits Realisation A Project Success Criteria – Challenges in Practice
Project success is a perennial topic in the project management (PM) literature, and the concept of project success has been evolving since the 80s. During the last two decades, researchers started calling to designate benefits realizations as one of the determinants of project success criteria. The initial PM literature focused on the triple constraints of cost, time, and specifications as project success criteria (Atkinson 1999, Jha 2011, Lim and Mohammed 1999, Meredith and Mantel 2008, Shenhar et al. (2001). However, during the late 1980s, PM researchers started looking at project success beyond the Iron Triangle. Pinto and Slevin (1987, 1988) published a list of 10 project success factors. Later works introduced the concept of benefits realisation as criteria for real project success (Bradley, 2010). During the last decade, benefits management has received increasing traction from the researchers, and Zwikael and Smyrk (2012, 2019) argued for making project outcomes rather than outputs criteria for project success. Mossalam and Arafa (2016) state that benefits realisation has now become a key factor in project success. There is evidence of growing awareness of benefits realisation among organizations globally, as APMSIG (2009) survey highlights that organizations are seeking to make benefits realisation a determinant of project success.
This article discusses the following questions:
• Can benefits be included as criteria for project success evaluation and what are the implications for practice?
• What is the most appropriate phase/stage of the project life cycle for benefits evaluation and what are the current practices in the Australian Public Sector?
• Who is accountable for benefits realisation and how benefits ownership is established in the Australian Public Sector?
This article aims to suggest steps to enhance benefits realisation in the public sector so that realising benefits becomes realistic project success criteria and enriches the abstract project management theories by arguing for a practice-led theory.
Mr Rasmus Rytter
Leading Successful Change Projects
Too often expensive business change and transformation projects only realise a fraction of the expected benefits. Companies might manage to build a new IT system or process, but that is not enough. To be successful employees also have to change their ways of working to avoid ending up with another benefit-free project.
The benefits realisation method presented at the event is based on the new book Benefits Realisation: The Change-Driven Approach to Project Success (Wiley 2022). The method shows how to create lasting, real-world impact by helping you to succeed in changing behaviour and creating value.
The practical approach to greater value creation.
With this new approach to change and transformation projects we let benefits define the project and its direction and link it to behavioural change – the decisive and triggering factor for benefits realisation. The process and the IT system are essential, but they are only part of the means – not the goal.
A broader view on change projects
The benefits realisation method adds an additional layer to our current technically focused projects. A layer that contains a structured and practical approach to benefits realisation and change. This also means that we, the project managers, program managers and business executives need to change our ways of working. The key to success is to make change as easy as possible.
At the event you will get
• An introduction to how to create more value in your projects
• Illustrative case examples that bring the method to life
• Access to cases, tools, templates and videos to get you started
Mr Wayne Greenwood
Using Objective Drive Logic to Create Resource Loaded Execution Plans
Every year $billions are lost as a consequence of poor project performance on one basis of calculation the rate of loss is $85,000/seconds! While improvement is obviously needed, most research on improving project performance is focused on improving the execution of the plan. However, project overruns are not always the consequence of a failure of execution, but always involves a failure of planning. Little has been done to improve planning of projects.
This presentation introduces an improved process for creating effective project schedules. Object Driven Logic (ODL) is a practical approach to scheduling which focuses on identifying predecessors when planning projects. ODL schedules provides realistic data that compliments project methodologies such as Six Sigma, Agile and PRINCE2, and goes beyond simply spending money to resolves resource conflicts.
The case study will show how implementing ODL using user-friendly tools and methods can take the complexity out of project planning, including critical path calculation. Quickly producing the most efficient plan, determining both sequential and parallel dependencies.
Mrs Roksana Jahan Tumpa
Critical Themes on Group-based Assessments to Improve the Job-readiness of Project Management Graduates
Being able to work efficiently with others is considered one of the critical skills demanded by project management employers once graduates enter the labour market. Assisting students to construct knowledge and skills with alternative viewpoints, improving communication skills and developing generic skills are some of the many reasons for including teamwork as a graduate attribute within the higher education curricula. Despite the emphasis exerted on developing teamwork skills, project management employers are often dissatisfied with graduates' ability in working effectively in groups. Group-based assessments if designed appropriately have been widely recommended as a means to develop skills required for the world of work. However, group assessments are perceived as a challenging task for both students and educators. This systematic literature review aims to identify best practices for designing and administering group-based assessments in higher education. The paper undertakes a systematic analysis of 71 relevant and available studies on group-based assessments in higher education. Some of the critical themes that emerged from the results included group formation process, group size, team diversity, and inclusion of self and peer evaluations. Academics should be actively involved in giving regular feedback, training students about teamwork, and communicating their expectations to students. The study findings are useful to inform project management academics about process-related aspects that need to be considered to achieve the ultimate purpose of group-based assessments in polishing the job-readiness attributes of project management graduates.
Building a Culture of Agile Governance
Organisations and ways of working are changing and adapting faster than ever before. The way we provide oversight and governance to projects is also being forced to change. How do make sure our program and project governance is fit for purpose in this new world? Robust, yet agile enough to support quick decision making. Detailed, but not bureaucratic.
This presentation seeks to address some of the key factors in deciding how 'agile' project governance should be, and explores some of cultural elements that may be the key to picking the right point on the agile governance spectrum.