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Mega Projects not Mega Problems
With
Intro
Customer success – ALEC
Aconex demo
Q&A
Agenda
Janet Poses
Sean McQue
Ed Surgeon
Janet Poses
Senior Manager - Global Industry Solutions
20+ years in the Construction and Engineering industry
PM THEORY 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.”
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
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
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
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
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)
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
Sean McQue
Director of Operations
ALEC
“ALEC core values are the foundation of everything we do. It’s how we operate as a business.”
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.”
6 Keys to mega project success
1. Leadership
2. Environment
3. People
4. Delivery
5. Information
6. Plan
1. Leadership
• Open
• Collaborative
• Innovative
• Flexible
• Forward looking
2. Environment
• Cooperative
• Productive
• Efficient
• Professional
• Non confrontational
• Interactive
• Motivated
3. People
• Accountability
• Clear roles and responsibilities
• Collaborative
• Integrity
• Right skills for the job
• Decisive
4. Delivery
• Cross project alignment
• Communication
• Risk awareness
• Constructive relationships
• Removing constraints
• Working toward project-wide goals
5. Information
• Right information
• Right time
• Accessible by the right people
• Accurate
• Complete
• Consistent
• Supports delivery
6. Plan
• Baseline
• Alignment
• Ownership
• Buy in
• Adaptable
• Measurable
• Attainable
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
Project-wide processes
• Across organizations
• Across project phases
• Across disciplines
• Across the leadership team
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
Connected BIM
• Better information
• Reviews earlier in the project
• Access to model and data by more people
• Better decisions
• Fewer errors and less rework
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
What to look for in project-wide systems and tools
• Security (neutrality)
• Visibility
• Configurability
• Insights (forward looking)
• Proven
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.
Mega Projects not Mega Problems
Ed SurgeonManager – Strategic Accounts
Aconex
Field Inspections
Connecting teams project-wide
OperateConstructDesignBidPlan
Document Control
RFIs & Change Orders
Bidding & Tenders
Workflows & Approvals
BIMCollaboration
Submittals Handover to Operations
CostManagement
Dashboards & Reporting
In projects executedon the platform
$1+trillion
Documents managed with complete auditability
1.2+billion
User organizationsInterfacing efficiently
60+thousand
Foresight and visibility to prevent surprises
Portfolio
Project
Process
Tasks
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-wideA modern collaborative project controls solution integrating cost, schedule, contracts & project information
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
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.
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.
Mega Projects not Mega ProblemsOur thanks to ALEC
Learn more at aconex.com/Demo
