7:50 am Chair’s Opening Remarks

Managing Risk in a Post-Pandemic World

8:00 am Updating Schedules & Funding to Deal With the Effects of the Pandemic on Supply Chain Issues & Labor Shortages

  • Chris Carson Director of Program & Project Controls, Arcadis


• Observing lessons learned about how to deal with worldwide delays on schedule and programs within you company
• Learning how to assist project managers to adjust their costs and schedules and ensure program level reporting remains accurate
• Exploring how to account for the increase in cost that a project may have as early as the planning stages and analyzing whether the cost of material has really affected jobs during the life cycle of the project

8:40 am Evaluating Project Risk Throughout the Development & Construction Process


• Accepting that even the best run projects can fail if risks aren’t considered to avoid overconfidence
• Performing risk analysis throughout the project lifecycle to differentiate between risks in the development phase and risks during execution
• Recognizing risks & planning how to reduce potential impact to mitigate or downgrade them

9:20 am Moving from Risk Assessment and Management to Risk Analytics to Create Actionable Information

  • John Hale Principal, Certus Energy Consultants


• Explaining what can be gained from moving beyond risk assessment and management to explore creative analytics
• Taking data from the quantitative assessments and turning this data into further analytics to create actionable information
• Exploring techniques for seamless data and information integration in dashboards and beyond

10:00 am Project Controls Onboarding & Training Frameworks to Address the Increasing Labor Shortage


  • Help talented college graduates become effective project controls professionals
  • Implement quality control mechanisms to minimize the risks of inexperienced staff
  • Share the value of the additional workforce with our contractors and owners
  • Create custom, skills-based learning plans to match customer priorities and measure impacts

10:30 am Morning Refreshments

11:00 am Exploring Best Practices to Avoid or Fairly Settle Legitimate Contractor Claims

  • Charles Neathery Director - Project Controls, Buildings & Infrastructure, Jacobs


• Ensuring that management comes from the top down and letting management know that they need to be part of schedule reviews to increase accuracy
• Teaching your team which tools are available to assist in pre-planning ahead of putting it in the contract documents to minimize claims further down the road
• Practicing a pessimistic approach in client relationships to create a more realistic schedule and avoid delays and disappointments

11:40 am Developing and Embedding Project Controls in an Organization that Thrives on Creativity, Ambiguity, and Innovation to Influence Change and Drive Process Excellence at Scale

  • Matt Peat Global Program Controls Manager Real Estate & Workplace Services, Google
  • Chi Nguyen Real Estate Development Compliance Manager, Google


• Learning how to manage complex portfolio data to help Owners make decisions
• Understanding owners’ requirements for data accuracy and how it impacts larger business units
• Exploring ways to present project data that is meaningful to Owners
• Preparing a winning pitch for a funding request using data driven information

12:20 pm Networking Lunch

Earned Value

1:20 pm Learning How to Combine Cost & Time in Earned Value to Increase the Level of Detail in Schedules. Part A: Presentation

  • Sal Bousleiman Project Executive, Director of Project Controls, New Line Structures Inc


• Determining the best set-up to apply earned value in the beginning of the project to ensure that your team updates it monthly without too much hassle and utilize it to its full extent
• Ensuring that the cost and time structures are the same at some point to be able to determine the right
structure to combine both components
• Exploring examples of how Earned Value can be controlled from scratch in major projects to create schedules and take the use of earned value to the next level and achieve full integration

Learning How to Combine Cost & Time in Earned Value to Increase the Level of Detail in Schedules. Part B: Panel Discussion

Buy-In & Technology Change Management

2:40 pm Setting Expectations for Functional Imperfections, Process Changes & Learning Curves When Implementing New Software

  • Cameron Mills Director Project Controls, North East Link Project


• Explaining what tasks will change and which will stay the same after buy-in to avoid disappointment
• Avoiding shiny object syndrome to ensure that new software is being used to its full extend after implementation
• Ensuring you have enough resources to implement the new software before buy-in to streamline the implementation process

3:20 pm Afternoon Refreshments

3:40 pm Panel Discussion: Getting Comfortable With Change to New Technologies to Avoid Your Team Falling Back on Old & Trusted Methods


• Training your team and managers to handle the changes the new tools bring and give the new methods a chance
• Ensuring managers are comfortable with older methods not being in use anymore to ensure everyone across the company using the same methods
• Exploring which parts of the new method your team struggles with to fix these problems at an early stage, so no one falls behind

4:20 pm Chair’s Closing Remarks

4:30 pm End of Conference