Advancing Project Controls

will return in 2019.

Stay tuned for exciting updates

Day One
Tuesday, April 17 2018

Day Two
Wednesday, April 18 2018

Optimizing Cost, Schedule & Risk Management

Chair’s Opening Remarks

Innovating Scheduling Practices

Keynote: Exploring Best Practices for Forensic Scheduling


  • Outlining best practices for forensic schedule delay analysis
  • Reviewing lessons learned in delay and damage analysis of a contractor’s claim from the perspective of an owner representative
  • Discussion of different methodologies and their applicability in a given claims setting to optimize the role of project controls and project managers in assisting the claims management process

Exploring the Use of Lean Principles to Enhance Project Controls Practices


  • Understanding the benefit of Lean principles for simplifying processes and increasing accessibility of information for other team members
  • Analyzing principles that can be effectively harnessed across project controls to improve team communication and collaboration
  • Exploring examples of Lean scheduling approaches that can easily integrate with CPM schedules

Morning Refreshments

10.50 Understanding How an Established Risk Management Process Can Enhance Project Success

• Communicating the importance of risk management as a crucial forecasting practice for project controls
• Understanding how to influence a culture change to embrace risk for pro-active project improvement
• Assessing the role of historical data in assessing risk probability and ensuring effective decision-making

James Arrow, Risk Consultant, PRMIA

11.30 Establishing a Risk Control Process to Minimize Cost & Schedule Overruns

  • Identifying and quantifying risk to create a logical risk breakdown structure
  • Aligning qualitative and quantitative risk analysis to assign realistic cost values to potential pitfalls
  • Revealing how to maintain flexibility throughout project lifecycles to account for unexpected risks

John Hale, Business Process Analyst Consultant, Williams

Adam Weaver, Senior Project Manager, Engineering Services, Williams

10.50 Building the Business Case for Earned Value Management to Ensure Buy-in From All Team Members

  • Outlining the requirements and buy-in needed from all departments to effectively implement EVM
  • Finding ways to communicate benefits to inexperienced teams to secure trust
  • Reviewing optimal communication systems to ease data sharing and systems integration

Terran King, Director of Project Controls, Williams Industrial Services Group LLC

11.30 Improving Breakdown of the Scope of Work to More Accurately Quantify & Qualify Project Stages

• Discussing logical, discrete quantities to break down projects into more manageable phases
• Exploring the potential for benchmarking elements of work breakdown structures to ease project management
• Reviewing innovative technologies and software to automate practices, and how this will affect EVM in the next few years
Martin Darley, Cost Engineering & Project Services Manager, Chevron

Lunch Break

13.10 Developing a Risk Register to Maintain Accuracy of Tracking Project Progress

  • Preparing a plan for risk mitigation that accounts for relativity and size of risk
  • Establishing tracking processes and responsibilities of team members for regularly updating risk registers
  • Understanding how to adapt mitigation plans at different stages of the project to reallocate funds as risk probability increases, decreases, or new risks arise

John Hale, Business Process Analyst Consultant, Williams

Adam Weaver, Senior Project Manager, Engineering Services, Williams

13.10 Case Study: Simplifying the Earned Value Approach to Effectively Measure Project Performance & Progress Across Different Projects

  • Understanding the value and challenges incorporating Earned Value Management vs. traditional cost to cost methods on different contract types
  • Reviewing the utilization differences and set up for EVM across various contract types in global markets
  • Revealing how a company can develop a single, integrated system to accurately forecast project performance problems

Tina Gunderman, Project Controls Manager, Wood



This will be dedicated networking time to share key challenges faced on your own projects and work collaboratively to develop practical solutions.

The first half an hour will divide participants into market sectors, where you will be able to benchmark key challenges across projects and identify the top three most common issues for your sector. The second half of the session will take the most common problems and divide participants into cross-sector working groups to brainstorm solutions and share experiences to help make change.

Afternoon Refreshments

Introducing New Tools & Technologies Which Provide Significant Return on Investment

  • Tonja Stradley Project Controls Manager, Hallmark Group Capital Program Management


  • Analyzing project controls gaps that can be bridged through innovation, software and technology
  • Establishing an effective program for assessing functionality needs through identifying and evaluating vendors, and implementing technology across large projects or companies
  • Revealing how to maximize technology investments through process, training and stakeholder buy in

Panel: Exploring the Potential for Emerging Technologies to Optimize Productivity


  • Developing a business case for the introduction of new technologies to encourage buy-in across the company
  • Highlighting elements of project controls that will be transformed by technology such as AI, automation, and machine learning in the coming years
  • Exploring cutting-edge tools and technologies on the market that can enhance data collection, analysis and reporting among the project team

Chair’s Closing Remarks

End of Conference