Sydney PUXX Slides - June 2017

Prescience User Experience Exchange

Sydney, June 2017

The Prescience User Experience Exchange 2017 | Copyright © 2017 Prescience Technology

Welcome

UPCOMING EVENTS

Perth

15 Jun 2017

Sydney

20 Jun 2017

Brisbane

22 Jun 2017

BUSINESS PEOPLE TECHNOLOGY


Agenda

6:00pm 6:15pm 6:30pm 6:45pm 7:00pm 7:15pm 7:30pm 7:45pm 8:00pm 8:15pm

Welcome &

Introductions

Executive Insight

Presentation

Demo Stations,

Food & Drinks

Surprise Software

Reveal

Project Snapshot

Presentation

Summary & Close


Meet our speakers

Digital Transformation in a Project Driven World

PEDRAM

DANESH-MAND

DIRECTOR, RISK MGT

– AQUENTA

EXECUTIVE INSIGHT

PRESENTATION

GRAHAM COLBORNE

PMO MANAGER –

PACIFIC NATIONAL

PROJECT SNAPSHOT

PRESENTATION

DAN PATTERSON

CEO & FOUNDER –

BASIS

SURPRISE REVEAL


About Prescience Technology


What do we do?

Project controls and beyond!

FINANCE & ERP

SOLUTIONS

PROJECT

SOLUTIONS

CLOUD

SOLUTIONS


What do we do?


Our Clients


An Update

What have we been up to since the last PUXX?

Attended Oracle Construction

& Engineering Global Advisory

board in Las Vegas.

Loretta raised almost $7,000

for Act for Kids trekking the

Alps of New Zealand!

Signed a unique agreement

with Oracle University to

deliver training nationally.

Delivered our first solution into

South East Asia, setting the

stage for further growth.

Teamed up with project

controls extraordinaire, Dr

Dan Patterson.

Further expanded our cloud

capability with Unifer, P6 and

Prime Cloud solutions.

Prepared by:

ROLE OF TECHNOLOGY INSCHEDULE RISK ANALYSIS

Pedram Danesh-Mand

Director – Risk, Aquenta (a Jacobs Company)

@PedramDM

linkedin.com/in/pedram-danesh-mand-9b269514/


Agenda

• Introduction

• Context

• Contingency Management Process

• Schedule Risk Analysis (SRA)

• Case Study• Oracle Primavera Risk Analysis (PRA)

• Deltek Acumen Risk

• Lessons Learned


Project Controls Conference 2017

NOW, LET’S START


Do we really need to talk?

Engineering Projects

42% behind schedule

Oil and Gas Projects

81% behind schedule

Ref: Managing the Risk of Delayed Completion in the 21st Century, Survey by Chartered Institute of Building (CIOB), 2007



Power Generation Projects

66% behind scheduleHigh-rise Buildings

67% behind schedule

Ref: Managing the Risk of Delayed Completion in the 21st Century, Survey by Chartered Institute of Building (CIOB), 2007



• Disputes relating to major global construction projects increased in value to, on average, $32.1m in 2013 ($400k more than 2012)

• Construction dispute values were the highest in Asia at $41.9m, closely followed by the Middle East at $40.9m.

• In the US, disputes values tripled in value to $34.3m and also rose in the UK to their highest at $27.9m (v.s. $7.5m in 2010).

• Where a JV was in place, it had 35% (one in three) chance of causing a dispute v.s. 20% chance in 2012 (one in five).

Ref: EC Harris, 2014

NOW REALLY, LET’S START

Seriously, otherwise we can’t finish on time!!

CONTINGENCY MGMT. PROCESS


Contingency Mgmt. Process

Ref: Risk Engineering Society (RES) Contingency Guideline

• Contingency Calculation

• Contingency Allocation

• Contingency Control

SCHEDULE / COST RISK ANALYSIS (S/CRA)


S/CRA Process

Schedule

Cost

Inherent &

Contingent

Risks

Overall Contingency (P10, P50, P90) + Allocation across Delivery Packages

Tornado Chart

Cashflow

Wet Weather

Risk

Workshops

& Review

Meetings

Cost Risk

Analysis

(CRA)

Schedule

Risk

Analysis

(SRA)


Key aspects of S/CRA

• Most Likely assumptions for Base Estimate and Base Schedule

• Iterative assessment of Inherent and Contingent risks

• Wide range of uncertainty determination

• Reasonable Probability Density Functions

• To minimise Optimism Bias

• Correlation & relationships between model inputs

• Contingency allocation between Delivery Packages


Case Study

PRA vs

Acumen


Project Scope

• Area preparation

• Haul road construction

• Access roads construction

• 2 X sediment dams

• Dewatering infrastructure

• Operational facilities

• Noise bund

• Communications and utilities

• Box cut excavations


SRA Process

SRA

Schedule Health Check

Schedule Inherent Risks

Schedule Contingent Risks

Correlations

Wet Weather


Assessment & Results

???


Key Different Features

• Min and Max likelihood of consequence in addition to the risk likelihood

• Range of likelihood for wet weather risk

• Contingent Risk modelling by using Min and Max Durations

• Use Correlation to Link Activities feature

• Use Correlation to Overcome the Central Limit Theorem feature

• Activity Correlations and Correlation Coefficient feature

• Distribution types and their formula

• Correlate Impact Ranges in allocation of Contingent Risks to activities

• Correlate Event Existence in allocation of Contingent Risks to activities

• Contingent Risk modelling by using Min, Likely and Max Durations

• Activity Correlations and Correlation Coefficient feature

• Distribution types and their formula

LESSONS LEARNED


Decision

???

ENJOY YOUR RISK JOURNEY!

Pedram Danesh-Mand

Director – Risk Management, Aquenta (a Jacobs Company)

[email protected], +61 432 041 560

DEMO STATION SESSION

Interactive Software Demonstrations


Live Demo Stations

01

Oracle On-the-Go

Oracle Primavera

Mobile Solutions

Nick Fenn

Oracle Primavera

02

Project Driven Cloud

Integrated Cloud

Solution

Steve Ellis

Prescience Technology

03

Schedule

Diagnosis 101

Deltek Acumen Suite

Wayne Wilson

Prescience Technology

INTRODUCING BASIS

Knowledge-driven Planning


What is BASIS?

Knowledge-driven planning solution

BUILD

Smart Planning drives

organisational knowledge and

expert opinion into your plan.

VALIDATE

Establish consensus across

projects and teams with

BASIS Review Cycles.

DELIVER

The BASIS Project

Whiteboard simplifies plan

presentation and feedback.


Introducing Iris

The first artificially intelligent planning assistant

BASIS introduces Iris, the first

AI planning assistant.

Iris learns from user interactions

and presents knowledge back.


Unveiling BASIS

Software demonstration

Dr Dan Patterson

CEO and Founder

BASIS


Early Adopter Program

Get in touch with us to find out more

Get in touch with us to learn

more or join the APAC Early

Adopter Program.

Prepared by:

DIGITAL TRANSFORMATION IN A PROJECT DRIVEN WORLD

Graham Colborne

@GColborne

linkedin.com/in/colborne

WHO ARE SILVER CHAIN?


Silver Chain

In 2011

• Every minute, every hour, every day, Silver Chain provided care to people living in metropolitan,

country and remote areas of Western Australia.

• From Carnarvon in the north, to Walpole in the south and Eucla in the east, more than 40,000

people each year experience the difference Silver Chain can make to their lives and the lives of

their families and carers.

• Delivered more than 1.3 million hours of care and over 1.6 million occasions of service per

annum.

• Silver Chain employed 2,600 staff and had almost 400 volunteers

• Now has gone national through an M&A program


Locations


History

Why did Silver Chain decide to set up a PMO?

• There were around 40 ‘corporate’ projects per annum

• Cross-divisional projects were often complex but poorly documented

• Projects were not managed in a consistent way

• Project activities were not visible to managers and the Executive

• Programs were not treated any differently to projects

• It was difficult for the Executive to prioritise and schedule projects

• Silver Chain engaged Churchill Consulting to examine the situation and to make

recommendations


Churchill’s Recommendations

What did Churchill’s recommend?

• The formation of the “Program Management Office”

• The adoption of PRINCE2 as the project management methodology of

choice

Churchill’s went on to write the initial ‘PMO Charter’

THE SITUATION

Before the establishment of the PMO


The Situation

• Around 40 projects including:

• Construction of a Day Care Centre

• Launch of a new services including “Home Hospital”

• Sale of a business unit

• Research projects

• Reviews & changes to existing services

• Various technology initiatives


The Challenges

• Lack of unified approach

• Conflict between Business-as-usual and Project activities

• We don’t have time to plan, “Just get the job done”

• User involvement

• No real knowledge of the true cost of projects (resourcing)


P3M3 – Baseline May 2009

Organisation Management Benefits Financial Risk Stakeholders Governance Resources Projects

2009 1.56 1.64 1.96 2.16 2.6 1.92 2 2.28 1.72

0

1

2

3

THE SOLUTION

Adding value to the business through the PMO


Tools and Technologies

• Develop the PMO Intranet• Projects register

• Project governance information

• Project documentation

• Risks & Issues register

• etc.

• Operational costs and performance levels• Commence tracking and recording of resource usage


Tools – Intranet site (SharePoint)


Integration of Processes


Portfolio Dashboard Reporting


The quality program – Phase 1

“In order to be a truly great organisation, we need to ensure we have great people supported by great systems – and this is the ultimate objective of the quality Program”.


qPP1 – The quality program


Business outcomes

The PMO and the SharePoint solution provided Silver Chain with:

• More visibility of corporate project activity

• Better engagement of stakeholders

• More effectively managed projects thereby increasing the likelihood that projects will get

the deliver the right results in the right timeframe at the right cost

• More consistently managed projects making it easier to understand what’s happening as

all projects will be managed in a similar way

• Management of resources, risks and issues across all projects


P3M3 – Comparison

Organisation Management Benefits Financial Risk Stakeholders Governance Resources Projects

2011 Incr. 0.12 0.75 0.32 0.34 0.08 0.04 0.44 0.55 0.21

2010 Incr. 0.92 0.81 0.45 0.60 0.62 0.44 0.69 0.00 1.14

2009 Base 1.56 1.64 1.96 2.16 2.60 1.92 2.00 2.28 1.72

1.00

3.00


Lessons learnt

• Working closely with staff ensured that the PMO delivered an appropriate

solution

• Momentum needs to be maintained following the “honeymoon period”

• Be prepared to be continually challenged on rigour

• A technology-based solution does not always reach everyone


Technology does not work for everyone

Prepared by:

DIGITAL TRANSFORMATION IN A PROJECT DRIVEN WORLD

Graham Colborne

@GColborne

linkedin.com/in/colborne

CLOSING REMARKS

Conclusion & lucky door prize giveaway


Thank you!


Thank you to our sponsors!

Oracle Primavera Deltek Acumen


Lucky door prize

Win a BB-8 droid!

Prescience User Experience Exchange

Sydney, June 2017