Mega project not mega problems session 2
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The document discusses the challenges and strategies related to managing megaprojects, highlighting the necessity for a paradigm shift in project management practices that focuses on flow management and collaborative leadership. Key elements for success include strong leadership, an efficient environment, clear roles for team members, and the integration of advanced technologies like big analytics to enhance performance assessment. The document underscores the importance of shared responsibility and effective communication among stakeholders to overcome traditional pitfalls in megaproject execution.
Mega project not mega problems session 2
- 1. Mega Projects not Mega Problems With
- 2. Intro Customer success – ALEC Aconex demo Q&A Agenda Janet Poses Sean McQue Ed Surgeon
- 3. Janet Poses Senior Manager - Global Industry Solutions 20+ years in the Construction and Engineering industry
- 4. 2/3 FAIL Strategic Program Management LLC Bob Prieto - rpstrategic@Comcast.net
- 5. PMTHEORY MUST CHANGE Management endeavors to introduce regularity in a world that will never allow that to happen. Fayol’s plan, organize, direct, coordinate, and control are now expanded to include confirming, monitoring, engaging, influencing, and evolving. Project management must create context, capacities, and capabilities. “It’s not about perfecting an imperfect model, it is about creating a new one.”
- 6. EXTENDED FOCUS OF LARGE COMPLEX PROJECTS Classical Focus Extended Focus Project readiness Owner readiness Output focus Emergent outcomes (Multi-finality) Tasks and transformative flows Flows including emergent influencing and induced flows Stakeholder management Stakeholder engagement (partners in success) Organize, direct, coordinate, and control Confirm, monitor, engage, influence, evolve
- 7. IMPLICATIONS OF SCALE & COMPLEXITY In a Nutshell • Expanded/Strengthened Foundations • Transformational Process (Traditional)View Not Enough • Focus on Flows • Semi-Permeable Boundary Simple Risk Relationships Complex Risk Relationships
- 8. MEGAPROJECTS REQUIRE CHANGED LEADERSHIP BEHAVIORS Traditional Leadership Behaviors New Leadership Behaviors Individual leadership vs. Group Cross Project Leadership Control and order vs. Motivation and movement Scientific management vs. Transformative leadership Outputs focus vs. Shared outcomes focus Assignment and directive vs. Agreement and acceptance of goals Hierarchical and siloed vs. Project-wide flat communication and information structures Acceptance of normative vs. Questioning (assumption, process, outputs) Adversarial or transactional approach vs. Collaboration and information sharing with stakeholders Management of tasks vs. Management of flows Centralized decision making vs. Engaged and decentralized decision making
- 9. MEGAPROJECT ADVICE FOCUS ON FLOWS Manage the arrows not just the tasks Manage the “white space” Ensure packaging and phasing enhances project schedule Create supply chain opportunities through packaging Drive program logistics plan Project management must strengthen its focus on flow management
- 10. MEGAPROJECT ADVICE RECOGNIZE MEGAPROJECT IS NOT BOUNDED We Need to Improve Performance Assessment Weaknesses 1.We do not “see” leading indicators well (They get lost in the volumes of data) 2.We do not see the complexity of challenges embedded in the project plan Opportunity – Big Analytics (We already have Big Data, now we need to be able to use it)
- 11. NEW PARADIGM FOR PROJECT CONTROL •Attention to flows arising from outside the project •Increased use of big analytics not only on project performance data but also on a myriad of external data sources. •Project controls must be outward and forward looking
- 12. Sean McQue Director of Operations ALEC “ALEC core values are the foundation of everything we do. It’s how we operate as a business.”
- 13. ALEC • ALEC (ALEC Engineering and Contracting LLC) is an award winning, multi-disciplinary construction company based in Dubai with operations in Abu Dhabi, Oman and Qatar. • Since inception in 1999, ALEC has grown to over USD $1 billion annually. “Quality is not an act. It is a habit. We embed this in all our projects.”
- 14. 6 Keys to mega project success 1. Leadership 2. Environment 3. People 4. Delivery 5. Information 6. Plan
- 15. 1. Leadership • Open • Collaborative • Innovative • Flexible • Forward looking
- 16. 2. Environment • Cooperative • Productive • Efficient • Professional • Non confrontational • Interactive • Motivated
- 17. 3. People • Accountability • Clear roles and responsibilities • Collaborative • Integrity • Right skills for the job • Decisive
- 18. 4. Delivery • Cross project alignment • Communication • Risk awareness • Constructive relationships • Removing constraints • Working toward project-wide goals
- 19. 5. Information • Right information • Right time • Accessible by the right people • Accurate • Complete • Consistent • Supports delivery
- 20. 6. Plan • Baseline • Alignment • Ownership • Buy in • Adaptable • Measurable • Attainable
- 21. Cross organizational leadership • Challenges of shared responsibility and risk • Importance of leading by example to set the culture • New tools needed to manage this type of structure Evolution of cross organizational collaboration to cross organizational leadership
- 22. Project-wide processes • Across organizations • Across project phases • Across disciplines • Across the leadership team
- 23. Project set up – setting up for success • Owner readiness • Scope definition • A healthy ecosystem • The right contract style • The right players • The right processes • The right tools and systems • The right MINDSET
- 24. Connected BIM • Better information • Reviews earlier in the project • Access to model and data by more people • Better decisions • Fewer errors and less rework
- 25. Risk on Mega Projects • Not traditional • Need to share to succeed • Partnership • Mitigate as a project team • If one team member loses, the project loses
- 26. What to look for in project- wide systems and tools • Security (neutrality) • Visibility • Configurability • Insights (forward looking) • Proven
- 27. ALEC Results • 1-3 days SAVED by immediate uploading and improving the availability of completed third-party inspection records. • TIME and COST SAVINGS from on-site capture, logging, managing, and resolution of defects. • REDUCTION of 3-7 days in average review cycles by using Aconex workflows. • 50% FASTER mail response times through training and process optimization.
- 28. Mega Projects not Mega Problems Ed Surgeon Manager – Strategic Accounts Aconex
- 29. Field Inspections Connecting teams project-wide OperateConstructDesignBidPlan Document Control RFIs & Change Orders Bidding & Tenders Workflows & Approvals BIM Collaboration Submittals Handover to Operations Cost Management Dashboards & Reporting In projects executed on the platform $1+ trillion Documents managed with complete auditability 1.2+ billion User organizations Interfacing efficiently 60+ thousand
- 30. Foresight and visibility to prevent surprises Portfolio Project Process Tasks
- 31. Every project member on a connected platform with a single view Enterprise-wide Collaboration Line-of-sight into issues Early Warnings & Predictive Insights Unified project controls for a single view of project performance Integrated Project Controls Connected Cost: Integrated, Configurable, Enterprise-wide A modern collaborative project controls solution integrating cost, schedule, contracts & project information
- 32. Packages: Improved efficiency, productivity and quality • Allow documentation and correspondence to be broken down into discrete controlled sections, or ‘packages.’ • Better manage the many project processes through design, construction and completion of the project. Design Management Configuration Management Work Packaging
- 33. Demo: Mega Projects not Mega Problems • Overview • Insights • Project controls • BIM • Packages • Configurable workflows We presented a live Aconex demo. Please view your demo at aconex.com/Demo.
- 34. Recap: Mega Projects not Mega Problems • Implement tools and processes that support collaborative leadership. • Use flexible systems that support your project team and structure. • Ensure project-wide insights so you get advanced warning into any project impacts.
- 35. Mega Projects not Mega Problems Our thanks to ALEC Learn more at aconex.com/Demo
Editor's Notes
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