Advancing Project Controls

will return in 2019.

Stay tuned for exciting updates

Day One
Tuesday, April 17 2018

Day Two
Wednesday, April 18 2018

Building a Team to Maximize Collaboration & Integration

Chair’s Opening Remarks

Organizational Structure

Keynote: Outlining the Importance & Scope of Project Controls to Ensure Team Support & Integration

  • Diego Martinez Director of Project Controls, Subsea Section, TechnipFMC


  • Implementing a ‘Project Controls’ mentality in the organization and identifying the impact on wider business objectives
  • Assessing best practices for communicating value to ensure reinforcement from upper management
  • Understanding the best ways to communicate and maintain relationships with the project team to foster acceptance and show value

Establishing Core Behaviors of Project Controls in Your Organization


  • ‘You are Here’: Understanding current cultural realities in project controls
  • ‘Mapping your Plan’: Leading project control change in your organization to integrate efficiently with other departments
  • ‘Blocking & Tackling’: Establishing the behaviors and practices necessary for sound project control performance

Speed Networking & Morning Refreshments

Case Study: Developing a Training Program for New Talent to Ensure Quality Retention in Staff Skill Set


  • Optimizing ways to better engage staff in training schemes, and reviewing the ways this can be applied to both new and existing staff
  • Leveraging prior lessons learned in training schemes to ensure transference of key skills to the next generation practitioners
  • Reviewing how an effective training program can be established to maintain staff development and improve retention rates

Improving Stakeholder Collaboration

Panel: Exploring the Role of Owners & Contractors to Optimize the Influence of Project Controls in the Planning Stages

  • Andy Hedrick Director, Capital Project Controls & Management Systems, Westrock Company
  • Anthony Ritacco Project Controls Manager, Oil & Gas Owner Representative
  • Lance Stephenson Director of Operations, AECOM Corporation
  • Joshua Rowan Principal Project Director, Arcadis
  • Terran King Director of Project Controls, Williams Industrial Services Group LLC
  • Martin Darley Cost Engineering & Project Services Manager, Chevron


  • Exploring ideas for early involvement of the contractor’s project controls representative in early-life cycle stages of a project
  • Assessing what different stakeholders need to receive from other parties in order to make timely and informed decisions
  • Understanding the role of the owner in establishing and maintaining a collaborative working environment and streamlined flow of information throughout the project lifecycle

Lunch Break

Case Study: Understanding Project Controls Challenges & Opportunities – Building the $4 Billion Mario M. Cuomo Bridge

  • Matthew Rao Project Controls Engineer, AECOM Corporation


The Governor Mario M. Cuomo Bridge Project is a $4 Billion effort by the New York State Thruway Authority, in collaboration with HNTB and AECOM, to improve a critical transportation link across the Hudson River. The Project replaces the aging Tappan Zee Bridge with two 3.1-mile, cable-stayed spans that are designed to last 100 years without major maintenance. It is the first major Design-Build transportation project in New York State, with a single, fixed-price contract addressing all design and construction activities.
This case study will:

  • Outline the challenges and opportunities for project controls on a complex, large-scale contract
  • Reveal best practices for creating a cross-stakeholder system to efficiently manage project costs; track, display, and evaluate progress; and review and mitigate changes
  • Understand how a single tool can be adapted for use across multiple large-scale projects

13.50 Case Study: Understanding the Impact of an Integrated Project Controls System & Information Management in Improving Overall Project Efficiency

  • Understanding how to effectively engage all stakeholders early to avoid later data clashes, and wasted time on data collation
  • Exploring best practices for deploying and implementing an integrated cost management system, from choosing the best software, through to training, managing expectations, and employing a phased roll out methodology
  • Reviewing SaaS (Software as A Service), IaaS (Infrastructure as A Service), and Cloud offerings as a solution to enhance collection and integration of data that fits owners and contractors alike

Sami Jaroudi, Director – Global Project Controls, Systems & Tools, Petroleum & Chemicals, Jacobs

14.30 Optimizing Data Collection & Field Input to Minimize Mistakes in Data Analysis

  • Finding ways to ease accurate data input from field staff to streamline workflow and ensure timely updates for project controls
  • Communicating the benefits of timely and efficient documenting system updates to minimize timely and costly overruns
  • Exploring the role of technology in efficiently conveying vast amounts of complex data back to workers in the field

Rick Bartucca, Project Controls Manager, Cianbro Corporation

Russ Rodrigue, Chief Information Officer, Cianbro Corporation

13.50 Exploring Best Practices for Change Order Management to Minimize Disruption to Cost & Schedule

  • Understanding the role of well-documented historical data for change management, and how this can be established across projects
  • Assessing ways to encourage project design with strategic elements in mind
  • Reviewing the potential impact of change orders on a project and developing mitigation strategies up-front to minimize impact

Greg Whiteside, Project Cost Engineer, Chevron

14.30 Minimizing the Impact of Claims on Timely Project Completion

  • Identifying common areas of major projects where construction claims arise
  • Improving contracting structure and language to mitigate delay claims
  • Reviewing best practices for integrating delay claims into scheduling & cost software systems

Maya Nino, Project Controls Manager, Parsons

Afternoon Refreshments

Case Study: Exploring Best Practices for Reporting & Sharing Data Across Teams


  • Identifying the necessary level of detail of reporting to different members of the project team, and how to simplify statistics for effective communication
  • Exploring innovative and creative formats for reporting to clearly present data and optimize managerial engagement
  • Reviewing the potential tools and technologies that can be used to enhance data feedback to create dynamic, uncomplicated dashboards and reports

Project Review

PANEL: Establishing Regular Reviews of Practices to Ensure Process Improvement


  • What are key indicators for success? Exploring elements of project controls that would benefit most from review
  • Understanding the importance of continuous improvement processes to ensure quality delivery and team development
  • Discussing regular review practices to best engage team members and achieve significant improvements

Chair’s Closing Remarks

End of Day One