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Much of the research in relation to major capital acquisition projects or mega projects in recent years has tended to focus on the theme that we have such massive time and cost overruns because we don't spend enough time in the beginning of a project to develop realistic planning schedules
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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
To advance sustainable development, the construction industry must adopt Net-Zero Project Management (NZPM). This study identifies project managers' critical roles and competencies, such as net-zero carbon planning, risk management, and procurement. It also develops a maturity model to help PMs assess and improve their NZPM skills across three competency levels.
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Achieving net-zero on infrastructure projects requires new capabilities. This research addresses the competency gap among project managers by developing and validating a Net-Zero Carbon Project Management Competency Maturity Model. It identifies the critical roles and competencies, from risk management to governance, needed to successfully deliver sustainable projects.
This scoping review aims to explore the status quo of research on the employability of graduates within the context of project management education. More specifically, the study will capture and investigate the different approaches adopted by of higher education institutions in developing job-ready project management graduates. The paper contributes to
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Earned Schedule is an extension to Earned Value Management (EVM) which provides accurate time based metrics. This presentation includes an overview of the history of the global collaboration, the capabilities, benefits and challenges of the method, and its present status in global project management practice.
This presentation details recent analysis using real data that has shown that the value 1.10 for TCPI and the To Complete Schedule Performance Index (TSPI) from Earned Schedule is a definitive and reliable performance threshold. This presentation describes the use of Earned Value Management/Earned Schedule project performance measures with the
Case study: The application of Earned Schedule on two IT projects, demonstrating quantifiable cost and schedule performance improvements.
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
The importance of effective project Governance and Controls regimes and the role of EVM and Integrated Performance Management in achieving successful project outcomes.
A correctly implemented Earned Value Management System (EVMS) will: • Ensure better up-front planning by the contractor, leading to joint ownership of the Contract Performance Baseline, through an Integrated Baseline Review; and • Provide the Commonwealth and company management with the same performance data that: • reflects an objective measure
The Directorate of Project Controls Services in CASG's Program Management Branch released updated EVM policy and guidance during 2018-19. The new guidance was born out of the SMART Buyer framework and aids project managers in selecting and tailoring EVM requirements to individual contracts based on an assessment of the contract's
Anecdotal experiences that trace project management issues around EV and then identifying how Earned Schedule (If known about) may have provided insights and confidence that could have lead to better outcomes in a fixed price environment.
How do we better educate and prepare project managers, team members, sponsors, and others, to more effectively deliver complex projects within acceptable bounds of stakeholder requirements?
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Infrastructure delivery is increasingly judged not only by what gets built, but by the societal value it generates along the way — yet how that value is actually governed, rather than simply promised, remains poorly understood. This study examines the governance practices that enable infrastructure projects to create and sustain
This presentation aims to provide broad insights into what "good" looks like when developing and implementing an effective enterprise portfolio management solution. In so doing the following aspects will be considered: - Understanding organisational, senior executive and stakeholder requirements; - Understanding technical and structural requirements; - Organisational processes for project
The project baseline provides the foundation for effectively managing a project and measuring progress against plan. This presentation looks at the Earned Value Project Management (EVPM) processes used to establish a project baseline and provides an overview of the conduct of the Integrated Baseline Review (IBR) that confirms the viability
Developing an effective schedule is key to effective Earned Value. This session will look at how to develop a schedule that works covering: - Planning, strategy and scheduling. - Planning the schedule development. - Linking the schedule to the WBS and work packages. - Rolling Wave - adding detail at
Establishing the foundations for Project Controls
This seminar focuses on the core requirements for establishing effective project controls in an organisation including: • Summarising the scope of the project controls initiative, including benefits, assumptions, constraints, key activities, key quantities, key risks, etc • Agreeing the project controls objectives and benefits • Identifying and agreeing the relevant
Estimation – creating the balance between precision and uncertainty.
Estimates need to be viewed from two sides, the requestor, and the creator. All too often there are misunderstandings or mismatched expectations between the two sides, resulting in estimates that do not meet the intended purpose. Building an understanding of how estimating works enables more constructive conversations between the two
EVM and Risk Management Indonesian Style
EVM is a new concept in the Indonesian Context and in particular the infrastructure space. The main challenge is a lack of understanding of what it is and what value it can add to their projects. I was contracted to develop a PM methodology for one of the state owned
Advances in science have been made through the practice of the scientific method; that is, through the proposition of theory followed by experimental testing to either, support and validate the proposition, or refute it. The common denominator in this process is the use of measures. This presentation discusses specific advances
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
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Managing intrinsic project knowledge has the potential to enhance project governance, and consequently the predictability of project outcomes. These control mechanisms can be mapped according to how knowledge is acquired and exchanged. Developing this map can minimise the potential for an overreliance on accidental opportunities to gather project intelligence, and
This study aims to explore project teams' collaborative behaviour in Hong Kong's relational contracting projects. A qualitative approach was employed using interviews, which were guided by the theory of planned behaviour (Ajzen, 1991). Participants included ten mid-senior level professionals with active involvement in Hong Kong relational contracting projects. Later, the
An overview of Earned Schedule, which provides time based schedule metrics and schedule prediction using EVM data. Advanced techniques which build on from Earned Schedule is also discussed including the concepts of “Schedule Adherence” including the P factor measure and an explanation of how Schedule Adherence directly assists network schedule