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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:

• Design projects to create value - examples and cases

• Leading projects to create benefits

• 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 6, 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:

• Getting off to a good start – the change workshop, and

• Leading change throughout the project

Maisara Al Rais

Application of 4D BIM in project controls for construction management

Project controls are crucial in construction management, particularly for large-scale projects, where numerous intricate tasks require precise coordination and monitoring. With the advent of Building Information Modelling (BIM), the construction industry has witnessed a significant shift in how projects are planned, executed, and controlled.

Integrating time (the fourth dimension) into 3D BIM, commonly called 4D BIM, has opened new avenues for efficient project control, enabling real-time monitoring, advanced scheduling, and better risk management. This presentation examines the application of 4D BIM technology in project controls within the construction industry, leveraging two comprehensive case studies. The first case study presents a high-rise building project in Sydney, where 4D BIM was used to simulate construction sequences, optimise schedules, and identify potential conflicts. The second case focuses on a complex infrastructure project involving multiple stakeholders, where 4D BIM facilitated improved communication, collaboration, and decision-making.
Through these case studies, the presentation underscores how 4D BIM can provide a comprehensive view of the project, enhance understanding of project sequences, and lead to more informed decision-making. The presentation concludes by discussing the prospects of 4D BIM in project controls and potential areas for further research and development.

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.

John-Peter Kanis

Introducing a healthy performance culture, aligning delivery to meaningful organisational impacts.

In this presentation John-Peter will draw on a real-life case study of a major government agency, focussed on how he introduced the concept of performance to their major transformation program, to ensure their deliverables were aligned to organisational strategy and meaningful impact from delivery. John's presentation will take you on the journey from concept, to design, to implementation, sharing the challenges and successes along the way.

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.

Thomas Gut

The New Gotthard Base Tunnel: Full Life Cycle Management and Maintenance of Major Infrastructure

This presentation will present the New Gotthard Base Tunnel case study. It will explore the complexity of the project and strategies that have been implemented. It will explore how SBB balance maintenance and operational demands of major infrastructure.

After this session you will:

• Appreciate the lived experience of lifecycle management and maintenance on a major project.

• Learn how the New Gotthard Base Tunnel project works with multiple stakeholders with different requirements to deliver workable solutions.

• Be aware that complex infrastructure projects require a reinvestment of several times the initial project cost during their life cycle.

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.

Toby Buchanan

The future of tendering is here: RPV, AI and the South Geelong to Waurn Ponds Duplication

The process of tendering for large-scale construction projects is broken. Contractors are incentivised to make overly optimistic assessments of timescales and capabilities, and are rarely given the time or incentives to develop rigorous schedules with a high percentage chance of success. Owner-operators have no effective way of:

• quantifying the feasibility of schedules submitted by bidders,

• effectively comparing schedules produced by competing bidders, and

• quantifying the risks inherent in the schedules they are presented with, in a human bias-free way.

The bidding process has not helped to build trust between owner-operator and contractor, nor set the winning bidder up for success. Until now.

In this presentation, Toby Buchanan of tech company nPlan will tell the story of how Rail Projects Victoria have embraced AI to level up tender assessment and selection for the South Geelong to Waurn Ponds Duplication - creating a new paradigm for tender analysis in the process. This session is not to be missed!

Val Jonas

Leadership and Governance: are you steering or sitting in the back seat?

We all agree governance is a good thing, but what does it mean in practice? While definitions of governance focus on oversight and control, today's volatile environment requires an increasingly agile, far sighted and risk-intelligent leadership approach. And that all points to a new focus for governance: steering.

Does your leadership have their hands on the wheel? Are your stakeholders confident of the future? Is your program/project team on board? Join me to explore some practical ways in which we can apply an intelligent approach to leadership and governance.

Rob McMartin

Evolution of Projects and Project Management - Reframing competency for the modern world.

Over the last 50 years, there has been a substantial shift in project management, an evolution.
Project have gone from being the Simple/Complicated projects that humans have worked on for thousands of years, evolving in both complexity and size. In order to understand the future of project management, it is important to understand the past and the reasons for so many project failures.

Various groups have reported on the high level of project failures, depending on the type of project it can range from 73% (low end) through to 91% of projects fail. If we have been doing projects for so long, why are there so many failures?

The evolution of project management is inextricably linked to the evolution of humans. As humans have progressed in technology, project management has been there, not just riding the coat tails, but in some cases leading humanity.

This presentation will discuss the current state of project management and what needs to be done to improve the success rate of the industry. It will highlight that most projects are in the Simple to Complicated range, and that most project managers and organisations doing project management are ill equipped to deliver projects beyond the simple/complicated and what needs to be done to improve project delivery.

Wayne Greenwood

Pull Planning using Project Flow Diagrams

Pull Planning originated in 1969 in Port of Spain, Trinidad by a young project manager from New Brunswick, Canada. Slow to be recognized, Dean Kyle's creation has gained traction in recent years as an alternative to traditional
push planning methods. Using a deliverable breakdown structure, this approach focuses on right-to-left, or 'end-first' planning, which involves starting from the project's deliverables and working in reverse order to identify the necessary steps to achieve them.

This presentation will explore the benefits of Pull Planning when combined with Project Flow Diagrams, a powerful tool that combines horizontal Gantt bars and vertical swim lanes on a 3- dimensional time-scaled digital whiteboard.. The technique requires asking the right questions in a specific pattern with integrated bench-testing, enabling the creation of detailed, accurate plans and the identification of multiple critical paths.

We are the world's foremost authorities on Pull Planning, having worked with Dean since the 1980s. We will provide two case studies to demonstrate the effectiveness of Pull Planning in real-world situations. The 3rd chapter of Bent Flyvbjerg and Dan Gardner's new book, 'How Big Things Get Done' encourages us to 'Think From Right to Left'. Pull Planning, with the right tools and processes takes this to another level: 'Plan from right to left'.

Collin Smith

Identifying and Responding to Complexity in Major Projects and Programs

This session will lay the foundation for the Stream. Using real examples, it will explore what makes a project, program or portfolio complex, and the implications for their delivery. It will provide an update on ICCPM's review of the Project Categorisation Framework (PCAT) and the upcoming release of the new Complex Project Leadership Competency Standards, and present examples of their application.

After this session you will:

• Understand the difference between Simple, Complicated, Complex and Chaotic project contexts and the implications for project delivery.

• Appreciate the importance of the skills and knowledge outlined in the Complex Project Leadership Standards.

• Understand that organisations need to operate systemically to deliver complex projects, programs and portfolios, and that there are tools and frameworks available for doing this.

Dr Nam Nguyen

Governance and Controls in Complex Projects

This session will explore the potential sources of complexity in major projects and programs and how governance and controls need to be approached differently. It will use practical examples to explore different approaches and their impact.

After this session you will:

• Understand the potential sources of complexity in major projects.

• Appreciate the importance of approaching governance and controls of complex projects differently.

Dr John Bensley

Harnessing Emergence in Complex Projects: Rethinking Risk, Opportunity & Resilience

This session will present findings from the 2020-21 ICCPM International Roundtable Series and the implications for the delivery of major projects. It will present frameworks, models and lessons that enable us to explore the nature and impact of emergence for major projects and manage the capabilities and competencies needed to harness emergence in practice.

After this session you will:
• Appreciate how worldview and mental paradigms shape how we see, understand and deal with emergence in complex projects.
• Recognise the practical capabilities and competencies major project leaders need to harness emergence.
• Understand how our view of complexity informs our approach to emergence and risk in major projects.

Drew Nugent

Current techniques for multi path analysis of major project schedules

Why are large schedule delays, which seemingly too often come as "huge surprises" when reported becoming a feature of major and mega projects? Is the critical path method failing us? Is agile development the solution, maybe hybrid, or what about critical chain as an alternative?

The reality is that all project management methodologies are undermined if the quality and accuracy of the data flowing in and out of the project control system is poor, or not adequately analysed or understood by project controls professionals or not acted upon by project management leaders.

Major projects today are certainly exposed to increasing uncertainty, an expanding range of risks and complexity factors, in some cases particularly in Defence related to partially or fully novel designs which extend across the full life cycle from concept development through to warranty.

The Government and industry response has included larger project planning teams and larger, more complicated scheduling models.

Why then are low probability schedule baselines and inaccurate schedule forecasts still such a common occurrence?

This presentation will pose some key questions including:

• Is there actually an identifiable critical path on major and mega projects?

• Are traditional methods of critical path identification and analysis adequate in today's environment?

• What should we do with higher risk, higher uncertainty components of the schedule that are currently not critical path?

• How can we use the data at our fingertips to stress test schedules and improve the reliability and accuracy of forecasts?

Drew will draw on his extensive experience in developing, managing, reviewing, and repairing current complex project schedules to raise the awareness of common themes and issues experienced across projects and to pose some answers to these questions.

A focus will be on the latest techniques which can be used for multi path analysis of major project schedules which can be used today to start addressing these important issues.

Alex Lyaschenko

PredAptive delivery: Predictive + Adaptive

Predictive and adaptive project delivery approaches have their own set of advantages and challenges, leading organizations to explore a hybrid model. This presentation aims to investigate the effectiveness of hybrid
project delivery in mitigating existing drawbacks and identifying potential new challenges.

While some project management experts argue that debates between Agile and Waterfall delivery are irrelevant and all projects are inherently hybrid, the significance of hybrid projects comes into question. However, the consensus remains that all projects require agility.

The integration of Waterfall and Agile methodologies into a hybrid approach goes beyond a simple combination of methods and techniques. It necessitates the adoption of fresh philosophies, standards, and tools. Predaptive delivery requires an effective solution to address the complexities of dynamic and unpredictable environments, as well as the demands of the competitive labour market. It achieves a balance between predictability and adaptiveness, optimizing value creation while navigating these challenges.

To uncover innovative strategies for enhancing project portfolio delivery, it is vital to delve into the fundamental elements of project management DNA. This includes understanding the distinct characteristics, complexities, and uniqueness of projects, as well as identifying the most critical challenges within project portfolios that require resolution. By exploring these foundational aspects at a profound level, new insights and approaches can be uncovered to improve project portfolio performance, leveraging AI-based methods and tools.

Paul Ezekiel

Agile Transformation without Agile Coaches

The last two decades have seen a remarkable adoption of the agile method of software project management. The Agile manifesto introduced in 2001 outlined principles and values for producing software in shorter time frames while ensuring end user feedback is incorporated in ongoing design iterations. Agile methods are now adopted in non-software project management environment with many organisations employing the services of Agile coaches to ensure successful implementation. This research used a qualitative approach that reviewed relevant literature focused on identifying organisations that have used Agile Coaches to implement their agile transformation and compare their
success rates with organisations that did not use Agile Coaches. Out of the 15 cases of companies in the United States used in our analysis, most successful agile transformation required the services of Agile Coach types of roles that helped organisations ensure the practices are implemented across board.

Alex Walsh

Managing wicked program delivery

The UK nuclear program started at Sellafield in the 1940s. The site has been the host of the first plutonium production reactors for the weapons program (the Windscale Piles), fuel re-processing facilities for the UK nuclear program, the first nuclear power station to generate electricity (Calder Hall), the prototype Advanced Gas Reactor and numerous facilities for the storage and treatment of nuclear materials.

In the early days of the nuclear program, the UK national imperative was defence and decisions were made with little thought given to the long-term solution for the decommissioning, remediation or disposal of wastes generated. One of the Windscale piles suffered a significant nuclear accident in 1957 and the damaged core remains in place. Many of these facilities are now old and do not meet modern standards. The wastes in some of these facilities have not been characterised and can only be accessed remotely. The site is congested and interconnected. All of this makes Sellafield, one of the most complex high hazard facilities in the world.

The program to deal with this legacy at Sellafield is projected to take over 100 years. The technologies to deal with some of the problems are not mature.

After this session, you will have an awareness of;

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