250

Participants

10

Panel Speakers

10

Exhibitors

22

Speakers

November 01-02 2019

Hilton University of Houston

Presented by the AACE Houston Gulf Coast Section

Speaker Information

 
Disclaimer: The views and opinions expressed by these speakers belong solely to the individuals and do not necessarily reflect the official policy or position of the individual’s employer, AACE, or any other group.
For details on time of presentations, please refer to conference app. Information on where to download will be given to all attendees at the symposium.

Babak Nikpour

Bio: Babak Nikpour has +15 Projects Controls experience in the oil and gas industry. His primary focus has been scheduling and quantity surveying. He has Master of Construction Management from the University of Houston. Currently, he is currently working for Arcadis as Quantity Surveyor.

Topic: 4D Scheduling
4D scheduling is a planning technique that adds the time factor of a construction schedule to the 3D model. The result will be a construction planning tool that can help the project team in constructability review, interactive planning, scaffolding planning, work sequencing, and etc.
This presentation starts with a brief introduction to BIM and construction planning concept and continues by introducing the 4D tool. The presentation discusses the added values and advantages that 4D can bring to the projects, requirements to set up a 4D model and best practices in developing and applying it. The presentation will show the 4D model of a sample project.

Bill Barger

Bio: Bill Barger is President of APS, a unique project management consulting firm providing project development and execution best practices to the oil and gas industry. Bill is recognized as an industry expert in risk analysis and risk management. He led the development of the cost and schedule risk analysis process now required by Chevron Corporation for all of its major capital projects (greater than $100MM). He has led risk analyses for projects ranging in size from $10MM to more than $60B. Bill has specific expertise on megaprojects (projects greater than $1B), having conducted research on megaprojects since 1990. This includes a number of LNG projects from around the world. He has conducted risk assessments of the Three Gorges Dam in China, and the Gorgon Project, the largest project to ever be developed on the continent of Australia. Prior to founding APS, Bill was a Master Analyst with Independent Project Analysis, Inc. (IPA), an industry leader in benchmarking capital projects. He founded the Upstream Area at IPA, leading research on the key drivers of project performance and the value that project execution planning plays on
ultimate project performance. While at IPA, he provided management analysis and consultation for more than 1000 upstream projects worldwide. Working in more than 25 countries, Bill has evaluated projects ranging in size from a onequarter million to $60 billion, and also led benchmarking studies that assessed companies’ effectiveness at developing and executing capital projects. Bill started his career at Exxon, conducting structural analysis and design for major offshore platforms, and leading research on the major factors driving Upstream project schedule and cost performance. He has a B.S. in Civil Engineering from the University of Nebraska-Lincoln, and an MBA

Topic: Post-it Notes – The New (Old) Tool in Interactive Planning

The presentation will highlight the challenges of building an integrated schedule and the need to get back to basics: Post-It Notes. We’ll talk about Interactive Planning to develop early integrated schedules (as opposed to silo’d schedules). But that’s just the start – we’ll discuss introducing risk analysis as part of the Interactive Planning process to drive early risk management.

Chris Carson | Enterprise Director of Program & Project Controls and Associate Vice President | Arcadis

Bio: Chris Carson is Enterprise Director of Program & Project Controls and Associate Vice President for ARCADIS U.S., the leading global engineering and consultancy firm providing Consulting, Engineering, and Program/Construction Management services.   Chris is the Lead for the Program & Project Controls (PPC) Community of Practice, the PPC training and best practices development center. 

He has over 45 years of experience in Program/Construction Management, specializing in the Program & Project Controls disciplines; Planning and Scheduling, Cost Management, Risk Management, Document Control/Contract Administration, and Forensic Analysis/Claims Avoidance/Dispute Resolution. His experience includes educational, municipal, commercial, industrial, governmental, military, medical, facilities, infrastructure/transportation, aviation,  seaports, water/wastewater treatment, utilities, and environmental projects.  
Industry Thought Leadership
Mr. Carson is active in a leadership position in the professional construction management and project controls industry associations including CMAA (Construction Management Association of America), AACE (Association for the Advancement of Cost Engineering) International, RICS (Royal Institute of Chartered Surveyors), CII (Construction Industry Institute), PMI (Project Management Institute), CPM (College of Performance Management), and the GPC (International Guild of Project Controls).  

As a recognized thought leader in the Program/Project Controls and Construction Management industry, he has received multiple awards.  Mr. Carson was the recipient of the 2011 AACE International “Technical Excellence” award, the 2009 PMI College of Scheduling award for “Significant Contributions to the Scheduling Industry”, and the “Chairman’s Award” from CMAA in 2006 for contributions to the CM industry.  He is an Advisor on the Board of Advisors for CII for 2019.
 

Topic: Project Controls for Mega-Projects

“Multi-Prime Programs in major projects come with much greater risks and are harder to manage successfully than a simple large Single-Prime Project due to the increased risk in coordinating a series of projects with potentially different project delivery methods in Multi-Prime.  In a Single-Prime Project, risk allocation is fairly simple with a single point of responsibility for coordination and dispute resolution, the Contractor, no matter the project delivery method.  With only one contractor holding subcontracts, the owner is not dragged into dispute resolution except on rare occasion.
  
However, in multi-prime programs, risk can only be allocated to the prime contractors as it relates to their specific scopes of work in their trades or projects.  When one prime contractor causes a delay for another prime contractor, the owner must coordinate the work of both and mitigate the delays which can run into the multiple millions of dollars.  

This session demonstrates a successful approach to planning and coordinating a Multi-Prime Program with an Integrated Schedule/Cost/Risk Program Schedule.  The Program Schedule includes risk management as a basic component of development, monitors encroachment and potential conflicts between prime contract work so that mitigation plans can be developed and implemented before delays are embedded in the program.  Mr. Carson has used this approach successfully on large programs from a $560M container seaport to multi-billion-dollar airports, as well as infrastructure and a number of other industry programs.”
 

Colin Cagney | Director | KPMG Major Projects Advisory

Bio: Colin is a Director in the Phoenix office of KPMG LLP’s Major Projects Advisory services group (MPA). He has a Bachelor of Science in Construction Management and Engineering, and is a PMP and CFM. Prior to joining KPMG, he successfully delivered large and complex projects in a variety of roles at an Engineering News Record Top 20 Contractor. Colin has had the opportunity to help over 30 clients across  multiple industries, including 14 FORTUNE 500 companies, deliver efforts ranging from $15 million projects to mega programs in excess of $150 billion. He has worked on projects located in the US, Canada, China, Japan, Korea, South America, the United Arab Emirates, and the United Kingdom.

Topic: The Future of Construction

How is technology changing how we control construction projects, and what can we do to use it to our advantage?  KPMG’s 2019 Global Construction survey addresses these issues from the perspectives of governance and the human element.  We will leverage the recently completed survey, which includes responses from over 200 companies, to discuss how we can use technology to improve project and portfolio performance. 
 
Participants will gain an awareness from concrete examples, of how peers are leveraging new technologies and thinking. to begin to predict trends – rather than just reporting them; and making proactive adjustments to improve project results.

Darren K. Lehmann | Scheduling Discipline Activity Specialist | Dow Chemical

Bio: Darren Lehmann assumed his current role of Scheduling DAS at Central Engineering Houston in 2017.  Darren joined the Project Controls group in 2008 as a Senior Project Control Scheduler.  Prior to 2008, Darren served as the SPT Lead Project Engineer.  Before joining the ES Project Engineering group, Darren held several production and Improvement roles at three different Texas Gulf coast sites;  Freeport, La Porte and Houston Dow Haltermann.   Darren resides in Kingwood, Texas with his wife, Helen and two children, Sarah (20) and Will (16).  His interests outside of Dow include fishing and hiking.

Topic: Analyzing EVM in Microsoft Power BI

Gary Fischer | General Manager Special Projects | Chevron

Bio: Gary Fischer is General Manager of Special Projects in Chevron Corporation’s Project Resources Company (PRC). Currently he is responsible for deployment of Project Production Management and leading an innovation team focused on discovery and adoption of transformational changes from outside the energy sector.
Prior to this he was General Manager of PRC’s Consulting Services Group located in San Ramon, CA. In this position, Gary was the architect of and responsible for Chevron’s project management system, providing functional expertise to projects and support across the corporation’s worldwide major capital project portfolio.
A native of Colorado, Gary graduated in 1979 from Colorado State University with a Bachelor’s degree in Civil Engineering. That year, he joined Chevron’s Engineering Department as a Design Engineer in San Francisco, CA. He has held numerous technical and leadership positions across downstream, chemicals and upstream including: Lead Engineer for a Shale Oil Semi Works Plant in Salt Lake City, UT; Construction Manager for a Dimersol Project in Eva Beach, HI; Engineering Manager for a Linear Low Density Project in Cedar Bayou, TX; Construction Manager of a High Density Polyethylene Project in Orange, TX; Project Manager of a Clean Fuels Project in Richmond, CA; Benchmarking Manager for PRC in San Ramon, CA; and Project Director with PRC for Eurasia, Europe and the Sasol-Chevron Gas-to-Liquid Global Joint Venture
He also served on major capital project decision review boards and represented Chevron’s interests on key project related joint venture partner committees. In 2001, he led a team on special assignment for Chevron’s CEO to develop and deploy an initiative targeted to improve Chevron’s capital stewardship.
Gary is an active member of the Project Production Institute, long-term supporter of the Engineering and Construction Contracting association and serves on the executive board of the Association of Internal Management Consultants (AIMC).
Gary is married and has two children and one grandson. He is an avid fly fisherman and woodworker.

Topic: TBD

George T. McLaughlin | McLaughlin and McLaughlin

Bio:

Mr. McLaughlin is a principal in McLaughlin and McLaughlin, an international project planning and management consulting firm.  He provides Program and Project Management as well as Dispute Resolution (Claim Preparation, Litigation Support and Testimony) and other similar services.  He provides domestic and international clients with project planning and management services and advice.  He provides training and workshops on a worldwide basis on topics that include planning and management of large and complex projects.

Over recent years, Mr. McLaughlin has been Program or Project Manager on Hydrogen Plant, Sulphur Recovery Plant, Data Center Program, Refinery Retrofit and Pharmaceutical Manufacturing.  During this same period, he has project managed and technical managed seven major disputes with total value of approximately $400 million.  He has provided services in the following project types: Oil Sands Downstream/Upgrading, Carbon Monoxide Plant, Ethanol Production, LNG Terminal, LNG Production, Desulphurization Facilities, Power Generation (gas fired, geothermal), Pharmaceutical Manufacturing, Hot Briquetting Iron, Piping Manufacturing and others.

Mr. McLaughlin has spoken at the AACE Western Winter Workshop four times in recent years.  Further, he has spoken before the Austin PMI, Houston PMI, AACE, EVM World and other international organizations.  He is certified PMP, certified CCM, and a licensed General Contractor in California.  He is a member of College of Performance Management.  He is a member of PMI including COS Community of Practice (and six other COP’s).  Further, he is a member of Society of Construction Law, American Bar Association and The State Bar of Texas (Construction Law Section).  Mr. McLaughlin holds a BS (US Naval Academy), MS (Catholic University of America) and MBA (The Wharton School).

Topic: Troubled Projects – Recognition, Recovery, Resolution

From time to time, during the planning, execution or closeout, projects encounter trouble.  Experience has shown that Troubled Projects require unique and specialized managerial techniques.  Fundamental causes include Managerial Mistakes, Planning Mistakes and External Factors.  Troubles can take many forms including: inadequate planning and baselines, missed deadlines, human resource management issues, poor cost control and poor time management.  Early warning signs include: poor change management and control, delayed decisions, high tension meetings, poor project reporting, frequent crises, unrealistic forecasts and high personnel turnover.

This presentation includes proven successful managerial techniques for recognition, recovery and resolution of these Troubled Projects.  Recognition is crucial and earlier is better.  Recognition techniques and related project KPI’s are discussed.  Recovery techniques vary, depending on certain key factors.  The factors are presented and the most effective recovery approaches are coupled with the Troubled Project’s key factors.  Selection of recovery techniques and / or a recovery support team is covered.  Finally, resolution can take many forms and paths.  Choosing the best resolution technique is essential.  Resolution techniques as well as selection and implementation criteria will be presented.  Case studies of successful management of Troubled Projects will be presented.

Troubled Projects can be successfully managed when the optimal managerial approaches are used.  Troubles can be converted to success using techniques that are offered in this presentation.

James Arrow | Risk Management

Bio:

With a track record of success, James Arrow has established strategies that secure a risk-based competitive advantage for several Fortune 500 companies. James is both a skilled practitioner and a well-known thought leader. He imbues infectious enthusiasm and passion for the technical field of project risk management. With more than 20 years' professional experience, James has played a key role in successfully delivering critical capital assets, in a variety of locations, around the world. Having had the opportunity to work with diverse teams across the globe, James is well-versed on project best practices and applies exceptional communication skills to lead multi-disciplinary teams. An effective hands-on team-player, James is also an acclaimed writer and speaker on topics concerning project risk management, data analytics, data science, including digital disruption in the engineering and construction sector. In recent years, on several occasions, James has been formally recognized by his peers for his contributions to the profession.

Topic: Project Analytics for the 21st Century

: Economists predict that the Fourth Industrial Revolution is set to cause fundamental disruption. Within the Engineering and Construction sector, a proliferation of data streams promises to provide new levels of diagnostic and predictive insight, both increasing efficiency and improving the likelihood of successful project delivery. However, the construction and engineering sector is notoriously slow to adopt new technology. Professionals in our industry must actively work to raise their levels of digital maturity if they are to maintain a competitive edge. During this presentation, we shall explore how AI can drive digital disruption including the skills and knowledge AACE International members should develop so they may exploit Total Cost Management Analytics.

Vijaykumar (Jay) Damle | Risk Management

Bio:

A word about myself. 

I have a Master's in Chemical Engineering from WPI, MA, and a Master’s in Business Administration from University of Minnesota, MN.

I am a member of AACEI, PMI, and AIChE. 

For the last fourteen years of my career, I was the Chief Planner for Bechtel Corporation, Oil & Gas Division, Houston, TX.  I worked for Bechtel over 36 years in Project Controls, in the company's Nuclear and Fossil Power Divisions, Civil/Infrastructure Division, and Refinery and Chemical Divisions.  During that time, I had an incredible opportunity to plan for, manage, and successfully complete multi-million to multi-billion-dollar EPCS (Engineering, Procurement, construction, Start-UP) mega projects on nuclear and fossil power plants, High Speed Rail projects, grass root refinery and LNG plants throughout the world including Canada, the US, UK, Korea, China, India, Australia, Thailand, Saudi Arabia, and Philippines.  Many of these projects were LSTK (Lump sum turn Key) contracts with LD's (Liquidated Damages) attached to the contract.

My world-wide experience has provided me with an ability to recognize the essential factors that are needed to develop a project scheduling program that is a key component of any project execution plan.  Developing and maintaining this schedule program in its pristine condition throughout the life of a project is a necessity in todays world where projects are being bid with thin profit margins and tight time frames.

Topic: Schedule Delays, Why Do they Happen and How to Avoid Them

Developing and maintaining a successful Planning and Scheduling program is comparable to developing a road map where you want to travel from Point “A” to Point “B”.  when you begin your journey from point A on a certain day, you have defined “time period” in which you must reach point “B”.  If you don’t, you will “lose” the race.  On a project, you could encounter nasty schedule delays resulting in claims and loss of profits.  In the extreme you could lose your reputation and be forced out of business.

In the world of capital-intensive projects, you must develop and maintain a planning and scheduling program, that will be used right from the top-level company and client management, to the “working hand” level individuals who will do the work.  At the heart of this program there must be a logic, duration, and resource driven”, critical path network that is maintained in pristine condition throughout the life of a project. 

The paper will present the need to develop a “credible” baseline schedule, the key tools to maintain a hierarchy driven schedule program where development of the schedule proceeds from top or summary level to bottom or detailed level schedules. The validation and maintenance of the program must be driven bottom to top maintaining schedule integrity at each level.  The paper will present illustrations of standard logic networks that will help project personnel to develop the logic-duration-resource driven schedules.  The presentation will then go through the “project internal” and “project external” causes of schedule delays, and present what key tools must be in place to avoid the logic and duration driven critical path schedule delays, and resource driven insidious “cumulative” schedule delays, and how to effectively use "Work Front Analyses" to eliminate schedule delays

Josh Medica | CEO | Integrated Consulting

Bio:

Josh Medica’s passion and commitment to investing and business excellence has established him as a project management/project controls industry expert. He transferred that passion and knowledge into executive level master training classes, Implementations, and facilitation on project planning, scheduling, estimating, risk and cost control, project life cycle and project management…delivered both domestically and internationally. Completing successful projects in upstream, midstream, downstream, power, petchem, and transportation, Mr. Medica’s experience and thought-provoking presentation style has positioned him as a leading Trainer/Implementor and Facilitator in several sectors. In addition, Josh sits on several steering committees / board / implementation teams as a SME to bring a best in class and 3rd party view. A few of the committees include Planning/Scheduling, Construction Management, PM, PC, Estimating, and Risk implementations and reviews. His speaking circuit also includes in-house training for large EPC Companies, Engineering Companies and Major Oil Companies across the globe.

 

Always fascinated by the mechanics of how things work, Josh has built his entire executive career on that fascination.  A high energy, dynamic and goal-driven executive, Josh approaches new projects and ventures with a fascination of process, planning/scheduling, innovation, creative problem- solving and attention to detail to enhance and improve his client’s project’s bottom line.

                                                           

While serving as VP of World Wide Project Controls at Global Industries, Josh maintained project controls reporting and directed a core team of seventy world-wide professionals. His work also included implementing earned value and daily reporting from offshore projects. These reports, which incorporated cost, estimating, and scheduling, enabled Josh’s clients to standardize and centralize systems to enable a higher project profit and delivery success rate.

                                                               

Realizing that there was a gap in the market for quality project control and management services from a third-party perspective, Josh Medica founded Integrated Consulting in 2005. After completing several short assignments for his new venture, people began referring him to their contemporaries in the industry. Integrated Consulting quickly became one of Houston’s premier project management and project controls consulting firms.

 

Since founding Integrated Consulting Josh and Integrated Consulting has saved clients globally >150MM USD from implementations of Project Management and Controls, using creative problem solving, and ensuring early identification for all projects. By providing exemplary customer service and saving his clients money his client base continues to grow and Integrated Consulting has become the leader in value-added project controls. 

Topic:

The future of Project Controls: How AI and Trending Business Practices have/will impact Project Controls

Kevin White | Consultant/Estimator/Finance

Bio:

Prairie View A&M University

BS Civil Engineering

Our Lady of the Lake University

MBA International Business

Topic: Digital Transformation

Digital transformation is the integration of digital technology into all areas of a business, fundamentally changing how you operate and deliver value to key stakeholders within an organization.  The cultural change requires organizations to continually challenge the status quo, experiment and develop a variety of hypothesis to align with the company’s business model and overall execution strategy. 

Within the environment of project controls and cost estimating, this typically requires communication between a variety of existing legacy systems and more modern tools to evaluate various aspects of the project execution life cycle.  The ability to relate seemingly unrelated data and draw new insights to answer questions previously unasked is what will ultimately drive value in any organization.

In this regard, the area of project controls is no different.  Digital technologies have introduced a new set of opportunities within this space of the oil & gas industry.  One of the greatest value propositions of adopting these digital technologies is the resilience these technologies offer to help identify and weather the downturns that the industry is prone to.  Schedule alignment to project estimates, predictive modeling, forecasting capabilities with tools such as Cloud Infrastructure, Alteryx, Tableau, Python and Dynamics 365 assists in helping align people, products and Big Data.  The automated enterprise is vast becoming a dominant force between project controls and cost estimating. 

Kreg McCall | Owner| Tepco Solutions LLC

Bio:

Kreg S. McCall is the founder and sole owner of TEPCO Solutions LLC formed in 2005, and located in the Houston, Texas market area.

Kreg discerned a major void in the market as it related to scheduling applications, cost controls processes and the knowledge to integrate owner software with global project control applications. TEPCO developed training classes, processes, and proprietary software at his direction over the past 15 years. Initially the deliverables of TEPCO were tailored for the oil and gas industry and now are relevant to governmental/ commercial clients that have complex scheduling project management requirements.

TEPCO is in constant development of tools in four core areas:

·        Training with hands on experience

·        Consulting to evaluate the competency of our client’s staff to handle complex projects

·        Field Staffing to direct and train personnel on client’s site and r as an extension of client personnel.

·        Software to link and integrate client software or another vendors software.

Kreg joined the Marine Corp after graduating from high school, he was deployed to the middle east.  Upon his discharge from USMC he took advantage of the GI bill and attended Same Houston State University and acquired his Bachelor of Science degree.

TEPCO has been certified as a Veteran Owned business and continues to offer free training to all veterans.

TEPCO’s mission as stated by Kreg is “to provide our clients the clarity they need to make sound business decisions and assure them that TEPCO has a vested interest as a partner in assisting from planning to execution of the projects.”

“We try our best to create a family atmosphere at the TEPCO facility and welcome everyone.  We will continue to educate and learn from all people and will not deviate from honesty, integrity, and total commitment to our client’s project success.”

Topic: Beyond Earned Value

Mark White | Senior VP, Enterprise Project Performance | Hexagon PPM

Bio:

Mark White has a career spanning nearly 30 years with a background in quantity surveying and project controls. With Hexagon PPM, Mark leads the vision and strategy for the EcoSys Projects Performance software platform.  He enjoys helping organizations to mature their projects performance capabilities in order to achieve highly efficient predictability and control, and ultimately improve returns and margins from project investments. Mark and his team actively develop these capabilities, based on industry best practices, and help implement them within some of the world’s most prestigious companies.

 

Topic: Enterprise Project Performance: Pathways to Success

Enterprise Project Performance (EPP) is a big vision for your organization, holistically addressing the full project lifecycle to maximize returns (for project owners) and margins (for contractors).  However, all too often grand ideas evaporate into the status quo, as complexity and naysayers deem such an initiative too hard to implement, let alone succeed.  In this session, we define an achievable roadmap to transforming your business.  We discuss quick wins that deliver the most value and establishing ongoing, iterative progress.  Join us and discuss a pathway to consistent project success that makes both you and your organization a champion.

Michael Pink | CCE | Smart PM Tech

Bio:

CEO Smart PM Tech

 

Topic: Full Lifecycle Schedule Analytics in Construction

The Purpose of this presentation is to educate the members of AACE on the value of schedule analytics in commercial construction and how to properly implement on commercial construction projects

Naomi Enav | SR Product Manager | AspenTech

Bio:

Despite a BSc in Industrial Engineering, I have been on the estimating / cost engineering / scheduling / risk analysis side of global capital projects for most of my career at both Owner / Operators and EPCs.  My projects ranged from traditional Upstream (on and offshore) and Downstream, to Power, Wind Farms, LNG (liquefaction and gasification), Pipelines, Steam Flooding, Water Treatment and even a landfill!  

After getting my MBA in International Business, I worked for several years as a Business Analyst facilitating deepwater well and capital project appropriations, corporate reporting and business planning.

Now as AspenTech’s Senior Product Manager responsible for the strategic development of the Economic Evaluation suite of  products, I’m working closely with the internal teams - R&D, Solution Consulting, Marketing, and Sales as well as the users worldwide.  We have very active user groups all around the globe, and have recently established an ACCE certification program.

I have been a member of AACE for a long time …. a CCP (formerly CCC) since 2002, and I also grade technical certification papers. So you NEVER know when you’ll run into me!

 

Topic: Estimating and Project Controls Where are they going in the age of digitization?

Estimating, Project Controls and Scheduling are three distinct disciplines that overlap and must work together harmoniously to ensure project success. Having worked extensively in the former two disciplines and somewhat in the latter, I’ll share my career experience as well as what I’ve learned from colleagues on the uniqueness of each discipline. Where are careers these areas are headed in this age of digitalization? Let’s discuss.

Now as AspenTech’s Senior Product Manager responsible for Aspen Capital Cost Estimator (ACCE, previously known as KBase or Icarus) my two worlds are happily colliding, with the new AspenTech-Hexagon collaboration between ACCE and EcoSys. I’ll share some of the roadmap of making the estimate – project controls transition as seamless, efficient and painless as possible.    

Patrick Kelly | Principal Project Director | Arcadis

Bio:

Patrick Kelly is a Principal Project Director leading the Industrial Infrastructure - Oil & Gas sector at Arcadis. Mr. Kelly has over 10 years of project management and controls experience on capital projects in varying stages, including engineering and construction. Specifically, he has hands-on experience in earned value management, cost engineering, planning and scheduling, risk management, and construction management. Mr. Kelly currently leads a team of project control practitioners in the planning and delivery of earned value management (engineering and construction) services for a $4 billion capital portfolio and an average annual spend in excess of $400 million.

Mr. Kelly holds a Masters of Project Management at Northwestern University, as well as a bachelor degree from the University of Illinois at Urbana – Champaign. Mr. Kelly holds the Project Management Professional (PMP) credential from the Project Management Institute (PMI) and has published several technical articles in leading industry journals.

 

Topic: Earned Value Analysis Over Engineering Services on a Refinery CAPEX Portfolio

In the 21st century, the downstream oil and gas industry has been impeded by poorly planned and delivered engineering services, experiencing high rework coupled with poor owner oversight of engineering delivery.  Front End Engineering and Design (FEED) costs have increased, schedule delays have soared, and quality has decreased, with little understanding of the drivers and resulting impact on construction readiness.  As the price of oil has fallen, owners have shifted focus to reducing business support for project controls staffing, often resulting in a lack of visibility into engineering progress and the resultant impact to construction schedules and delivery methodologies.    Projects now suffer from a lack of application of the basic premises and practices as defined by AACE International’s Recommended Practices and Total Cost Management (TCM) Framework. 

Implementing earned value management and analysis across a large-scale CAPEX portfolio faces challenges in garnering the required business support to implement fit for purpose solutions.  Fear of the unknown, coupled with high expectations for project delivery often leaves owners unable or unwilling to change project delivery processes and tools.

Through the implementation of owner-managed earned value analysis in the FEED process, projects experience greater transparency from engineering service providers, often resulting in reduced cost, reduced schedule slippage, and better preparedness for construction.  As data is accumulated, owners are better prepared to predict engineering costs, manage and select engineering vendors, and identify areas for continuous improvement.  This presentation will use a recent portfolio example to describe how one owner improved the as-is organizational state to current capability through implementation of a right-sized Earned Value Management system.

Reid Tucker | Principal | KPMG

Bio:

Reid Tucker is a Principal in KPMG’s Major Projects Advisory practice and has over 20 years of experience in construction project delivery and large capital and infrastructure project and program management.  He has performed all aspects of the construction process, and he focus areas include integrated project and program asset lifecycle services, capital program delivery strategies, and independent project monitoring and oversight.
 
Reid has led some of the practice’s largest client engagements and led development of some of its most holistically integrated frameworks.  He has authored several thought leadership pieces and has been a featured speaker on the Oracle Partner Network (OPN) PartnerCast discussing KPMG’s Project Governance Framework.
 
Reid holds a Bachelor’s of Science in Civil Engineering from the University of Idaho, and an MBA from the University of Colorado.

Topic: Data Enabled Project and Portfolio Management

Managing project related information has emerged as a critical issue for both project delivery and continuous improvement. Managing a portfolio of projects with different drivers and circumstances increases the criticality of making the best decisions, often with limited or marginally reliable information.  Even organizations with large capital programs and robust governance frameworks face challenges of projects not achieving their intended results.
 
This presentation explores the importance and benefits of systems integration to provide the most accurate project information, “Project Management Information Systems (PMIS),” and the management principles involved in strong Project Portfolio Management (PPM).  Combining PMIS and PPM can significantly increase an organization’s ability to achieve both consistent project results, and business results through portfolio management.  We will discuss how PMIS can help to more effectively collect and integrate information from project parties to automate and accelerate reporting and analysis; and how data driven PPM can provide objective criteria to assess key attributes of potential projects based on corporate strategy to optimize the selection of projects undertaken.
 
Leveraging both PMIS and PPM gives managers the ability to translate corporate strategy into project selection, and measure whether those selections achieve their strategic intent.  This approach provides a basis from which to align individual project drivers with business requirements.

Richard Stack | Retired Manager of Project Control and Project Services Chevron Project Resources Company

Bio:

Rich Stack worked in project control for more than 40 years for EPC contractors and Owner organizations.  He joined AACE in 1976.  Rich’s career supported nuclear power, fossil power, mining, and oil, gas, and chemical facility mega projects in the USA and 10 countries.  His first job as a home office planner included manual CPM network calculations.  He served as a Business Manager and Project Controls Manager for Bechtel and Chevron.  Rich retired from Chevron in September 2017.

 

Topic: Risk-Driver Method: Optimizing the Schedule Baseline

What can be done to improve schedule success on large capital projects? New AACEI Recommended Practice “Integrated Cost and Schedule Risk Analysis Using Risk Drivers and Monte Carlo Simulation of a CPM Model” (RP 57R-09) may be a place to start.  The new RP and new software, like Safran Risk, provide an improved level of actionable information that can be used to develop schedule baselines that are more achievable and predictable.

 

This presentation will focus on the period from the end of FEED through Project Authorization.  Typical current practice for establishing baseline schedules will be examined.  The presentation will contrast that with what is possible when using results available from the risk-driver approach to make the resulting schedule more “reasonable” and more “achievable”.

Sami Jaroudi | Director Project Controls | Worley

Bio:

Sami Jaroudi has over 20 years of experience in Project Controls Management, Systems, Processes, and Applications with heavy industrial capital projects for both government agencies and in the private sector. In his career, he has worked as a field engineer, cost engineer, scheduler, project engineer, project controls manager, and director of project controls for major EPC firms. Projects include Power Generation, Waste to Energy Processing facilities, Mining & Minerals, Chemical Plants, FPSO, Drilling Platforms, NASA International Space Station, including a recent engagement with a defense agency in the UK on a Nuclear Project where he successfully implemented an earned value management system. Currently with Worley - Director, Project Controls supporting the Mining, Minerals, and Metals division.

 

Topic: ”Smart Contracts” Transformation through Blockchain & Cryptocurrency

Smart Contracts are here, and present new and challenging opportunities for alignment on systems and resources to support the later. Proven innovative, flexible, secure, with governance and traceability assemblies. It runs on a decentralized blockchain platform with end to end encryption. No intermediaries or middle system processes. Saves time, more productive, and yet secure. In simple terms we can call them digital contracts compared to Analog and digital schemes for example.

Scott Dudley | Director | KPMG

Bio:

Scott Dudley is a Director in KPMG LLP’s Major Project Advisory (MPA) Practice.  He has a Master’s in Civil Engineering from the University of Edinburgh and a Master’s in Construction Law and Dispute Resolution from King’s College.  He is a Chartered Engineer and a PMP.  He has worked a professional services firms in both the UK and the US, and has provided project and construction management advice to clients in several industries over the past 15+ years.  He has also performed construction management roles for a top 5 contractor in the UK.

 

Scott specializes in strategic portfolio management, organizational alignment, project systems integration, project assessment, and project controls.

 

Topic: Delivering corporate strategy through data driven Project Portfolio Management (PPM)

Capital project portfolios often represent energy companies’ corporate strategies, and their results often contribute significantly to financial results.  But how do you know whether portfolio planning and prioritization is a true representation of a company’s overarching goals and objectives?  And are we measuring the right things in early FEL to ensure all projects are evaluated not only on their technical merits, but on their correlation to strategy?

 

Data driven Project Portfolio Management (PPM) sets out to provide objective criteria based on a company’s corporate strategy, against which key attributes of potential projects can be assessed and evaluated. When successfully implemented, a clear link can be shown between a company’s long term goals and the projects it plans to deliver. In addition, by overlaying project risk attributes and resource constraints, it is possible to analyze cost (or risk) vs benefit at the portfolio level, allowing portfolio managers to optimize their planned projects.

 

By leveraging this approach to define portfolios, managers now have the basis from which they can measure whether an asset is actually achieving its intended strategic purpose through its lifecycle. This session will provide an overview of the organizational and process elements that companies should consider when planning their portfolios.

Steve Cabano | President | Pathfinders

Bio:

Steve is President of Pathfinder, LLC. Steve has led and assisted in many of Pathfinder's consulting efforts in areas such as Master Planning, Project Controls, Project Execution Planning, Contracting, Procurement, etc. He has experience in both domestic as well as international Oil/Gas, Pharmaceutical, and Chemical and other related industry project assignments as well as commercial/infrastructure projects. In his previous role as General Manager of Pathfinder’s training division, the International Project Management Academy (IPMA), Steve was responsible for all training functions as well as being one of IPMA's lead instructors. He is also Pathfinder's expert in the area of Project Management Work Processes and Project Management Manuals, having developed and reviewed over 50 such assignments.

Prior to joining Pathfinder, Steve was a Project Manager for Naval Facilities Engineering Command, Northern Division where he was responsible for the planning, engineering and construction of a number of Naval facility projects as well as Naval family housing activities.  Steve has written numerous articles and papers on Project Management Work Processes, Project Control, Resourcing Project Teams and the benefits of early planning. In addition, Steve is also instrumental in developing Pathfinder’s innovative project management and related topic tools, practices and templates and is often consulted in regard to organizational structures and development for owner and contractor companies.

 

Topic: Project Controls in an OS 2.0 Environment

 

The Capital Projects Industry is unsustainable for many sectors of the global economy. Many capital projects either lack new technology, effective management, or both. Current processes are not agile or flexible enough to accommodate change and lack the foresight to envision the operating reality four years in the future. “Plan the work, work the plan” doesn’t work.

 

The Construction Industry Institute (CII) and the Construction Users Roundtable (CURT) evaluated different delivery methodologies designed for capital projects. These delivery methods were focused around business value versus capital cost efficiency. Does the earned value system work? What are the best owner/contractor management techniques?

 

CURT and CII believe the solution to this issue is Operating System 2.0., a multi-industry, collaborative, research-supported effort that aims to redesign industry procedures and standards with current technological advances in mind. The goal of OS 2.0 is to create a standardized technology-enabled platform that accommodates future changes and makes capital projects more financially viable and sustainable.

This session will discuss the research & findings of this initiative and address the future of project controls.

Walter Lipke | Earned Schedule Founder

Bio:

Walt Lipke retired in 2005 as deputy chief of the Software Division at Tinker Air Force Base, where he led the organization to the 1999 SEI/IEEE award for Software Process Achievement. He is the creator of the Earned Schedule technique, which extracts schedule information from earned value data.

Credentials & Honors:

               Master of Science Physics

               Licensed Professional Engineer

               Graduate of DOD Program Management Course

Physics honor society - Sigma Pi Sigma (SPS)

Academic honors - Phi Kappa Phi (FKF)

PMI Metrics SIG Scholar Award (2007)

PMI Eric Jenett Award (2007)

Who’s Who in the World (2010)

         EVM Europe Award (2013)

CPM Driessnack Award (2014)

Australian Project Governance and Control Symposium established the annual

                        Walt Lipke Project Governance and Control Excellence Award (2017)

Albert Nelson Marquis Lifetime Achievement Award (2018)

 

Topic: Earned Schedule – application of the To Complete Schedule Performance Index

A few years ago, a theoretical study was made of the To Complete Performance Index (TCPI) of Earned Value Management. The study concluded that when the TCPI value of 1.10 is exceeded the project is out of control and recovery is very unlikely. Recent analysis using real data 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 Earned Value Management/Earned Schedule project performance measures with the established threshold to compute the probability of cost and schedule recovery.  Utilizing the computed probability, a schedule performance improvement strategy is discussed for achieving project recovery.  The application of the recovery probability and strategy enhances the likelihood for having a successful project.

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