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 IN
SCHEDULE 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

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 schedule
High-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
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

Decision
???

ENJOY YOUR RISK JOURNEY!
Pedram Danesh-Mand
Director – Risk Management, Aquenta (a Jacobs Company)
Pedram.DaneshMand@aquenta.com.au, +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

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!

Sydney PUXX Slides - June 2017

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