Project chaos or project control
The difficulties in managing complex projects / programmes can be compounded if key information is not made available to the appropriate audience concisely, accurately and regularly.
If your project controls systems and processes are not managed centrally, lack clarity and/or are not aligned to business changes, simple tasks are likely to be more frustrating and cumbersome.
As a result of lower productivity and silo working, project controls quickly escalates to project chaos creating difficulty in filtering out both good and poor performance of key projects across a portfolio.
By decluttering your databases and reassessing mandatory processes, efficiencies can be created immediately.
Nipun Dawes is a PMO, Planning and Project Controls Consultant, Gardiner & Theobald LLP
Anticipation – The future causes the present
Professor Ted Fuller offers some key ideas from current work in anticipation and how to think about the future and our relationships with the futures.
Joe Kerins describes how the impact of a change on schedule, resources and costs can be modelled.
What happens when the risk manager goes on holiday?
Martyn Paramore explores some real-life experiences of this phenomenon the lessons that can be learned.
Anticipation at Airbus
Hilary Baker explains Airbus's five golden rules to develop anticipation in project teams.
After the hurricane
Tim Brent speaks about the role of the reservists in supporting Caribbean islands after the 2017 hurricanes.
Ready for anything and future proofed
Ranjit Sidhu explains how you can develop this growth mindset open to new ideas and learning, replacing fixed mindsets that get stuck in ‘can’t do it’ mode.
Unpacking the Polak game
John Sweeny demonstrates how to play The Polak Game with the conference audience and how games can help strategy planning.
Cost estimating and prediction of construction labour hours for major projects
Shane Forth talks about the behaviour and technical aspects of cost estimating.
Portfolio management for the rest of us
Mohannad Elmahdy Hassan uses an Italian Formula 1 team to introduce portfolio management.
Implementing EVM. Take 5
Dr. Timothy Seldon describes DE&S project controls journey over the past two years.
Lee McDonagh describes how the industry-changing design and construction projects for the Prison Estate is progressing.
Creating the environment to get non-project controllers to do project controls effectively
Dan Scarfe and Steve Baker present their experiences of creating the right environment for project controls in the areas of planning, people and challenges.
Stephen Bungay describes his current work which is focussed on the most effective ways of developing strategy in an environment of high uncertainty.
PVaR™ – Project Value at Risk: a new indicator and approach to connect risks to business outcomes
Shai Davidov describes PVaR™ - an extension to the VaR (Value at Risk) indicator, widely used in finances.
Adding benefit to earned value
Kik Piney, author of the book titled Earned Benefit Program Management presents the approach.
Know the rules to break the rules.
Stephen Carver uses real-life examples of major incidents to explore when to break the rules.