GB GBA PROJECTS Strategic Project Management Dissecting Repetitive Project Failure Real-world case studies to demonstrate the benefits of forensic planning. Project Management beyond 2020 – Tactical or Strategic
GBA PROJECTS GB About For Fo r mo more re than 34 years rs, GBA Pro roje jects has be been involved d in thousan ands ds of pr projects of va varyi ying sca scale around the world We provide professional project management, Project C Pr t Contr trols construction management, planning, scheduling, Pl Planning, Sc Scheduling monitoring and control services to industries and Fore Fo rensic Planning organisations from sectors including: infrastructure; building and construction; energy; Risk Ra Ri Ranging mining; information technology; and government. Go Governan ance & & Audi diting We work in partnership with clients to deliver solutions tailored to their needs. We help make your vision a reality.
GBA PROJECTS GB Today’s topic Talking Tactics… • Projects continually fail • Same trends are noted Project F Pr t Failure Sta Stati tisti tics & & • Digital disruption Trends Tr • Forensic analysis of project failure Wh Why Pr Projects ts F Fail – re real cases • How do we solve this problem Strate Str tegic o objecti tives f for 2 2020 & & Beyon Be ond
GB GBA PROJECTS Strategic Project Management Centred around our conference theme, is 2020 about strategy or tactics. What is the difference? Is it Planning vs Doing? Is it Executives vs Project Team? Tactics Ta Strate Str tegy • • How do we define a project? Specific goals and objectives • • Micro managing Are we managing the right projects? • • How do we prioritise projects? Assigning people to specific tasks • • Do our projects link back to our strategy? Digital fluency, AI, Technology • • Long term thinking Short term thinking
GBA PROJECTS GB KPMG Survey, 2018 30 percent of of org organisation ons are re likely to o del deliver er a a pr projec ject on time .
GBA PROJECTS GB KPMG Survey, 2018 36 percent of of org organisation ons are re likely to o del deliver er a a pr projec ject on budget .
GBA PROJECTS GB Nothing has changed The definition Th on of of insa sanity is s doi oing the sa same th thing o over a and o over a again, b but e t expecti ting dif different nt result ults Al Albert Einstein
GB GBA PROJECTS KPMG Survey, 2018 The KPMG survey outlined other key areas of concern that have compounded the ongoing problem for project delivery. Ou Our take : you don’t know what you don’t know. And if you don’t know what you need to know to deliver a project, then your project will fail. Pr Proces ess Pe People • • 49% of organisations have formal skill review 49% of organisations had a formal PMO • processes for Project Management Role of the sponsor not understood • • Leading Change Engagement of the sponsor • • Conflict resolution & negotiation skills Recruitment processes – ‘accidental • project managers’ Delegation of Authority • • Contract Negotiation 36% apply risk management practices
GBA PROJECTS GB Buzz Words peo peopl ple, e, pr proces ess, , tools, , data .
GB GBA PROJECTS Process To Too many standards perhaps? Fr Framew eworks • AS-4817-2006 • PMI Practice Standard for Earned Value Management • PMI Practice Standard for Scheduling • Risk Engineering Society Contingency Guideline 2016 • ANSI 748 Earned Value Standard • APM Guideline for Earned Value Management • PMBOK
GBA PROJECTS GB Process Pr Project M t Management Pr t Processes a are w well de defined. d. Framew Fr eworks • De-risk corporate investment • Provide assurance that benefits can be obtained • Clearly articulate processes and procedures • Identify software & integrations necessary for success
GBA PROJECTS GB Process
GB GBA PROJECTS Tools & Data We l We live i in th the a age o of D Digita tal D Disrupti tion b but w t we c can u use i it to t to o our benefit be Di Digital Di Disru ruption • Emerging digital technologies • Changing platforms • Provides opportunity to re-shape projects • Create value and efficiency • Handle big data • Artificial Intelligence
GB GBA PROJECTS Project Management Technology Quotient PMI’s Pulse of the Profession 2019 report outlines several growing trends for organisations overcoming ‘digital disruption’. Projects suffer from the ongoing changes in technology as it advances. “The Technology Quotient is the ability to adapt, manage and integrate technology based on the needs of the organisation or the project at hand.” Some key findings: Hi High PM PMTQ • Always curious • All inclusive leadership • Future Proof talent pool
GB GBA PROJECTS People Th The human element of project delivery co continues to follow the same trend. Fa Factors • Economic Trend – we’re in a boom • Skills shortage • Balance of Experience and Youth • Generational – younger people want work/life balance – doesn’t fit project world • Flexible workforces • Dynamic teams
GBA PROJECTS GB People Ou Our industry faces a resource shortage so se seve vere tha hat our ur traini ning ng metho hods s are ye yet to c to catc tchup. Is Issues • Lots of short experiences • Chasing the $ • Theorists and practitioners
GBA PROJECTS GB People Our industry faces a resource shortage so Ou seve se vere tha hat our ur traini ning ng metho hods s are ye yet to to c catc tchup. Is Issues • Theorists and practitioners • Project team is time-poor • Technical vs Project Management skills • Qualifications and experience • Competitive market drives wages • Project managers often skip Project Controls training
GB GBA PROJECTS Why do projects fail Time is short • Contractors are given tight deadlines • Overlap of design & construct adds to uncertainty • Client schedule “P80’s” are not reset prior to contract award to give the contractor a realistic time-frame • Lack of experienced, skilled project controls practitioners make this even worse “ Don’t park risk in a No Standing Zone , Alison Mirams, Risk PCC 2019”
GB GBA PROJECTS Why do projects fail The changing landscape • Lawyers now dictate project delivery • You snooze you lose approach to variations • Adversarial behaviors between Employer/Contractor • Inadequate allocation of risks/shared between parties • Limitation of liability is often 100% or more of the balance sheet “ Don’t park risk in a No Standing Zone , Alison Mirams, Risk PCC 2019”
GB GBA PROJECTS Contractors The number of contractors in the Teir 1 group in Australia has shifted, but alarmingly the Earnings Before Income Tax (EBIT) drives lower investment. EBIT (%) figures for these major contractors is around 1-3%. 20 2018 2008 20 • • Multiplex Multiplex (3.2%) • • Lendlease Lendlease • • Abigroup CPB • • Baulderstone John Holland (2.7%) • • Leightons Laing O’Rourke (-3.2%) • • John Holland Grocon • • Built (1.4%) Theiss • • Laing O’Rourke Roberts Pizzarotti • Grocon “ Don’t park risk in a No Standing Zone , Alison Mirams, Risk PCC 2019”
GB GBA PROJECTS Project Control Training Hands on training in Project Controls is virtually non-existent in tertiary courses. Project Controls makes up at least 70% of Project Management but is not taught practically (hands on) as part of PM training. Wh What is t is m mis issin ing What i Wh t is ta taught • • Project Management – 10 PMBOK areas Access to case studies and sufficient • training material Lectures on estimating • • Short courses on planning and scheduling More than 1 course on scheduling • • Risk management basics Access to appropriate industry software to learn and upskill • Understanding of risk management in action (Qualitative & Quantitative)
Forensic Planning Real Examples
GBA PROJECTS GB Forensic Scheduling So So what ha happens ns when a a pr projec ject is in di dispu pute e an and how do do we e high ghligh ght forensic sc schedule in informa rmatio ion efficiently to to s support th t the cl claims pr proces ess?
GBA PROJECTS GB Forensic Scheduling Forensic scheduling is is the me methodic ical l an anal alysis, , study dy an and d inves estigat gation of f ev even ents that i th t impact a ct a s sch chedule to to a asce certa tain the cause an and extent of of delays
GBA PROJECTS GB Forensic Planning Methods Common methods of analysing delays • As-planned vs as-built • Contemporary period (window) Bu But how ow do o we ac actual ally do do analysis th this? • Retrospective time impact analysis • Collapsed as-built • Refer SCL Delay Protocol for guidance
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