As projects have steadily become larger, more complex, and of longer duration, the challenge presented to project managers has never been greater. The long history of staggering cost overruns and delays in completion offers little assurance that the cost estimates and schedules presented to project executives can be relied upon.
The instructor will discuss the findings from latest industry studies in benchmarking study and project improvement analysis. The instructor will also discuss ways to improve project decision-making, the management of construction and associated risks. Fresh thinking is required and some long-held ideas of best practice will be challenged to open the door to a different way of thinking to enhance project predictability.
- Understand project key success factors.
- Challenge some long-held ideas and best practices.
- Change focus from project level to the executive level.
- Enable project managers to deliver their projects more effectively and efficiently.
The agenda may include discussions around:
- Why cost overrun on major capital projects? And what can we do about it?
- Early warning signs.
- Key success factors for major capital projects.
- Overview of project gated processes: its application, advantages, and disadvantages.
- Re-defining project risks, cost estimating overview, classifications, contingencies, and confidence.
- Project Governance and the role of the leadership role of the project manager.
- The Planes of Decision Process and interface management.
- Contractual arrangements.
- Fast tracking projects: key success factors.
- Team building and alignment.
- Improving construction productivity and some industry best practices.
Upon completing this seminar, participants will be able to:
- Improve their understanding of the project delivery system.
- Explain their leadership role in supporting the project management team.
- Deal with strategic and contextual risks.
- Enhance the predictability of project performance.
Dr. George Jergeas, P.Eng.
Professor, Project Management, University of Calgary
George is a Professor of the Project Management in the Schulich School of Engineering at the University of Calgary, where he is involved in both the teaching of and research into project management since 1994. He has 40 years of work experience, principally in infrastructure projects and claims and disputes. He is also an active project management consultant, trainer, and coach for both public and private sector organizations in Canada and has provided extensive project management services to many Canadian, American, and international companies. He has worked with project teams in oil sands development, hospitals, roads and bridges, tunnelling, LRT expansions, and mining projects. List of clients include CNRL, Husky, Chevron, EnCana, Keyera, Flint, PennWest, APEGA, City of Calgary, City of Edmonton, and the District of North Vancouver.
As a claims consultant investigating numerous construction projects, both in Canada and the USA, George gained insight into the fundamental causes of project success and failure.
Through his experience and research, George has developed a strong interest in improving project success founded upon improving the effectiveness of project teams. George’s work focuses on improving project alignment, building and sustaining project teams, cost overruns, and construction productivity on mega oil and gas projects.