WorkPac Blog · WorkPac Recruitment

Debate to Direction - What Birmingham Revealed About the Future of Project Controls

Thu, 23 Apr 2026 15:25:41 GMT

From Debate to Direction - What Birmingham Revealed About the Future of Project Controls

Last week in Birmingham, something simple - yet powerful - took place.

No overcomplicated formats. No drawn-out presentations. Just a room full of experienced professionals from across project controls, digital, and AI, brought together to do one thing:

Debate.

And in that simplicity came clarity.

What emerged from the discussions was not just opinion, but a reflection of where the industry truly stands today - its challenges, its opportunities, and, importantly, what needs to happen next.

Culture vs Structure - Why People Still Make the Difference

The first debate tackled a familiar tension within organisations: culture versus structure.

On one side sat the argument for systems, governance frameworks, and standardisation. On the other - a focus on human behaviour, collaboration, and organisational mindset.

The conclusion from the room was decisive. Culture won.

This was not a dismissal of systems or process. Rather, it was an acknowledgement that even the most sophisticated tools will fail without the right environment to support them.

Poor data sharing, fragmented governance, and inconsistent delivery are often labelled as technical challenges. But as highlighted in the debate, they are more often human ones.

Silos still exist. Resistance to change is real. And in many organisations, fear - whether of transparency, accountability, or disruption - continues to hold progress back.

For employers, this presents a clear takeaway. Investment in tools and systems must be matched by investment in people, communication, and leadership.

For professionals, it reinforces the importance of soft skills. Technical capability will always matter, but the ability to influence, collaborate, and drive change is becoming just as critical.

AI in Project Controls - Tool, Not Replacement

The second debate addressed one of the most talked-about topics in the industry - artificial intelligence.

Is AI here to replace project controls professionals, or is it simply another tool in the toolkit?

The consensus was clear. AI is not a replacement. It is an amplifier.

Automation will undoubtedly reshape how work is delivered. Repetitive tasks will become more efficient. Data processing will become faster and more accurate. Insights will become more accessible.

But accountability does not disappear.

Judgement does not disappear.

Decision-making does not disappear.

These remain firmly human responsibilities.

For organisations, this shifts the conversation. The focus should not be on reducing headcount, but on enabling teams to operate at a higher level.

For individuals, it highlights an opportunity rather than a threat. Those who embrace AI and learn how to use it effectively will position themselves ahead of the curve.

Those who ignore it risk being left behind.

AI and Delivery - Opportunity with Caution

The third debate built on this theme, exploring how AI impacts real-world project delivery.

Unlike the previous discussion, this one divided opinion.

Some argued that introducing AI into already complex delivery environments risks adding noise - more data, more tools, more potential for confusion.

Others took a different stance. Rejecting AI, they argued, is no different from rejecting electricity. The potential is too significant to ignore.

The audience landed somewhere in the middle.

Cautious optimism.

AI clearly has a role to play in improving delivery outcomes. But implementation matters. Without clear strategy, governance, and integration, even the most advanced solutions can create more problems than they solve.

This is a familiar story in project controls. Tools are often introduced with high expectations, only to underdeliver due to poor adoption or unclear purpose.

The lesson here is not to slow down innovation, but to approach it with intent.

The Bigger Picture - Technology Isn’t the Blocker

Across all three debates, a consistent theme emerged.

Technology is not the primary challenge facing the industry.

People, process, and execution are.

This is an important distinction. It is easy to focus on the latest tools, platforms, and innovations. But without the right foundations, these advancements cannot deliver their full value.

For hiring managers, this reinforces the need to look beyond technical capability alone. Cultural fit, adaptability, and communication skills are increasingly important when building high-performing teams.

For candidates, it presents an opportunity to differentiate. Demonstrating an understanding of both the technical and human sides of project controls can set you apart in a competitive market.

From Conversation to Action - Why Manchester Matters

If Birmingham provided the conversation, Manchester represents the next step.

The upcoming Controls and Skills Authority Conference 2026 is set to bring the project controls community together once again - but this time with a focus on turning insight into action.

The agenda centres around three core pillars:

You - skills, leadership, and personal development
Your Work - cost, planning, estimating, and risk
Your World - governance, standards, and the broader industry direction

These are not abstract themes. They reflect the real challenges and priorities facing organisations today.

From developing the next generation of talent to improving collaboration across teams, and from strengthening governance to navigating the evolving role of technology - the conference is designed to address the issues that matter most.

Events like this play an important role in shaping the industry. They create space for honest conversations, shared learning, and, importantly, alignment.

Because progress in project controls is rarely achieved in isolation.

Recognising the People Behind the Profession

Alongside the conference, the SUPersonic Awards Evening offers something equally valuable - recognition.

In an industry often focused on outputs, timelines, and performance metrics, taking the time to celebrate individuals can sometimes be overlooked.

Yet it is those individuals - planners, cost engineers, risk specialists, and leaders - who ultimately drive success.

Bringing together experienced professionals, emerging talent, and training providers, the awards serve as a reminder of the people behind the profession.

It is also an opportunity to strengthen connections across the community in a more informal setting.

And, in keeping with the spirit of the events, it balances professionalism with a sense of enjoyment - something that is not always prioritised in the day-to-day demands of project delivery.

Why This Matters Now

The project controls landscape is evolving.

Projects are becoming more complex. Expectations are increasing. The margin for error is narrowing.

At the same time, new technologies - particularly AI - are changing how work is approached and delivered.

In this context, the insights from Birmingham are particularly relevant.

AI is here, but it is not the full answer
Culture remains a defining factor in success or failure
Delivery is becoming more challenging, not less

These are not new ideas. But hearing them reinforced through open debate highlights their continued importance.

The next step is action.

A Practical Takeaway for Employers and Professionals

For employers, the message is clear:

Focus on building environments where people can succeed. Invest in culture as much as capability. Approach technology with strategy, not urgency.

For professionals:

Stay curious. Develop both technical and interpersonal skills. Engage with industry conversations and be open to change.

Because ultimately, the future of project controls will not be shaped by tools alone.

It will be shaped by the people who use them.

Looking Ahead

As the industry moves from discussion to implementation, events like the Manchester conference provide an important platform.

They bring together different perspectives, challenge existing thinking, and help align the direction of travel.

For anyone working in project controls, digital, or project delivery, the message is straightforward.

This is not just another event.

It is part of a wider shift in how the industry operates - and an opportunity to be part of that change.

Project Controls Market Report 2026: Pressure, Progression and Reward

Tue, 14 Apr 2026 14:58:39 GMT

Project Controls Market Report 2026: Pressure, Progression and Reward

PACE’s 2026 Project Controls Market Report points to a market that is still attractive, still well paid, and still full of opportunity. But it also shows a profession under growing pressure. The three themes used in the report say it well: high pressure, high mobility, highly rewarding.

One of the clearest figures in the report is that 25% of professionals feel their salary has not kept pace with their responsibility and workload . That matters because the issue is not simply about pay levels. The report repeatedly shows that fairness, visibility and alignment now matter just as much as headline salary. Professionals are increasingly judging their situation based on whether reward matches accountability.

The market is still paying well. The report shows that the majority of permanent Project Controls professionals sit in the £50k to £90k band , while £90k+ salaries become far more common after 15 to 20 years of experience . It also notes that £100k+ roles do exist and are becoming more visible , but access is increasingly capability-led rather than simply based on tenure. In other words, experience still matters, but impact matters more.

For contractors, the picture remains strong too. The report highlights that the core contractor day-rate bands of £450 to £600 remain resilient , with premium rates still achievable where there is genuine specialist expertise. At the same time, it notes that for many contractors the bigger concern is no longer the rate itself, but the structure around it, especially the impact of inside IR35 regulations and umbrella models on net return and flexibility.

The most important theme in the report is arguably the pressure on the middle of the market. PACE identifies the 7 to 15 year experience bracket as the point where pressure and responsibility are often at their highest. Many professionals at this stage are carrying senior-level delivery weight without senior-level pay, title or progression clarity. That gap helps explain why mobility is so active. The report is clear that people are not usually moving because they are unhappy. They are moving towards better progression, stronger alignment and clearer recognition.

That is backed up by the report’s findings on what drives people to consider change. Salary and pay progression remains the biggest factor, with career progression and development close behind. Job location and remote flexibility also rank highly, reflecting the reality that hybrid working is now seen as an expectation rather than a perk. Culture and leadership are also becoming more influential in career decisions than they were in previous years.

Even with those tensions, confidence in the profession remains strong. The report states that 67% remain optimistic about the future of Project Controls, and that confidence is rooted in the discipline’s relevance rather than hype. The concern is not whether there is opportunity. The concern is whether organisations can respond well enough to skills shortages, capability gaps and sustainable resourcing challenges as projects become more complex.

For employers, the message is straightforward. The retention risk is no longer only about salary benchmarking. It is about whether progression pathways are clear and whether reward genuinely reflects responsibility. The report warns against confusing loyalty with inaction, noting that today’s market is quietly fluid. For professionals, the message is just as clear. Informed benchmarking matters, especially in a market where pressure is rising faster than progression clarity.

Final Thought

The 2026 Project Controls market is not short of opportunity. It is short of alignment. Strong salaries and day rates are still there, but they do not remove the pressure. The real challenge sits in the gap between what people are carrying and how they are being recognised for it. That is the equation shaping the market this year: pressure vs progression vs reward .

The Project Controls Community Calendar: Why the Next Few Weeks Matter More Than Ever

Thu, 09 Apr 2026 14:39:45 GMT

The Project Controls Community Calendar: Why the Next Few Weeks Matter More Than Ever

The next few weeks are shaping up to be some of the busiest and most important in the Project Controls calendar. Across the UK, a series of events are bringing together professionals from across rail, infrastructure, defence and energy to share ideas, challenge thinking, and strengthen the community that underpins successful project delivery.

At PACE, we spend a lot of time speaking with both clients and candidates about skills gaps, emerging trends, and what “good” really looks like in Project Controls. Events like these offer something you cannot always get from a job spec or a CV. They create space for honest conversations, fresh perspectives, and meaningful connections.

Here’s why the upcoming calendar is worth your attention.

A Clear Scope and Defined Objectives

Kicking things off is Project Connect Group Birmingham, and it is setting the tone for what feels like a broader shift in how the community engages.

This is not a traditional sit-and-listen event. It is built around live debates, designed to challenge assumptions and encourage open discussion. Topics like AI vs Project Performance, Culture vs Technology, and Will AI Replace Jobs? are not just relevant, they are the conversations many organisations are already grappling with.

What stands out here is the format. Debate creates energy. It invites disagreement. More importantly, it forces clarity. In a field like Project Controls, where precision and judgement matter, those qualities are invaluable.

For professionals attending, it is an opportunity to test your own thinking. For employers, it is a reminder that the best talent is not just technically capable, they are engaged, curious, and willing to challenge the status quo.

Accessibility and Inclusion in London

Shortly after, Project Forum 2026 lands in London, offering a free-to-attend event that brings together exhibitions, seminars and roundtables.

Accessibility matters. Not everyone has the budget or the backing to attend high-cost conferences, and events like this help open the door to a wider audience. That is important for the future of the profession, especially as we look to attract and develop the next generation of Project Controls professionals.

The mix of PMO, Controls and delivery-focused content also reflects a growing recognition that silos do not serve projects well. The more aligned these disciplines are, the stronger the outcomes.

From a recruitment perspective, this kind of environment is where you often see potential emerge. People ask better questions, engage differently, and start to see where they fit and where they could go next.

Deep Expertise and Industry Standards

Later in April, EVA33 at Armourers’ Hall brings a more technical lens, focusing on areas such as governance, risk, AI in delivery, and the evolving ISO / BS 21508 EVM standard.

This is a cornerstone event for the Project Controls community, and for good reason. It brings together people who are deeply embedded in the discipline, those shaping standards, influencing best practice, and driving consistency across major programmes.

For employers, this is where you gain insight into where the bar is moving. Standards evolve, and with them, expectations. Staying close to that evolution helps ensure your teams are not just keeping up, but staying ahead.

For candidates, it is a reminder that technical depth still matters. While soft skills and adaptability are increasingly important, strong foundations in areas like earned value management and governance remain critical.

Community-Led Value in the North West

Moving into May, the Controls & Skills Authority Conference positions itself as the largest Project Controls meet-up in the North West, and importantly, it is community-led.

That distinction matters. A community-led event tends to prioritise insight over sales and conversation over presentation. It creates a different dynamic, one where attendees feel more comfortable sharing real experiences, including challenges and lessons learned.

In our experience, those are the conversations that drive the most value. Not the polished success stories, but the honest reflections on what did not go to plan and what changed as a result.

The emphasis here is also on engagement. Simply attending is not enough. The real benefit comes from how you show up, who you speak to, what you ask, and how you contribute.

Celebrating the People Behind the Profession

Rounding off the calendar is the CaSA Awards Evening in Manchester, a celebration of the individuals shaping Project Controls, from apprentices through to seasoned leaders.

Recognition plays a bigger role than we sometimes acknowledge. In a discipline that often operates behind the scenes, taking the time to celebrate contributions helps reinforce what good looks like and inspires others to follow suit.

Events like this also highlight the diversity within the profession. Project Controls is not one role or one pathway. It spans planning, risk, estimating, PMO and more. Seeing that breadth reflected and celebrated helps people understand the opportunities available to them.

There is also something to be said for bringing the community together in a more relaxed setting. Relationships built in these environments often carry through into working partnerships down the line.

Why This Matters for the Market

Taken together, these events point to a few clear trends within the Project Controls landscape:

AI is front of mind, but the conversation is nuanced. It is not just about replacement, it is about augmentation, performance, and where human judgement remains essential.
Community is becoming more important. There is a clear move towards collaboration, shared learning, and open dialogue.
Standards and skills are evolving. Staying current requires continuous engagement, not just periodic training.
Accessibility is improving, which is vital for attracting new talent into the sector.

For organisations, this is a reminder that hiring is not just about filling roles. It is about building capability that aligns with where the industry is heading.

For individuals, it is an opportunity. The more visible and engaged you are within the community, the more opportunities tend to follow.

A Final Thought

There is a lot happening across the Project Controls community right now, and that is a positive sign. It reflects a profession that is active, evolving, and willing to challenge itself.

Whether you are attending one event or several, the key is to approach them with intent. Go beyond listening. Ask questions. Share experiences. Build connections.

Ultimately, the strength of Project Controls does not just come from tools, processes or frameworks. It comes from the people behind them.

And these next few weeks are all about bringing those people together.

What Every Project Controls Expert Wants from Their Next Project

Sun, 15 Dec 2024 22:05:48 GMT

What Every Project Controls Expert Wants from Their Next Project

In the competitive world of project controls, your CV is often your first opportunity to make a strong impression on prospective employers. A well-crafted CV can open doors to exciting roles, showcasing your expertise and demonstrating your value as a project controls professional. Below are 12 actionable tips to help you create a CV that stands out and maximises your chances of landing your next role.

1. Tailor Your CV to Each Role

Generic CVs rarely stand out. Carefully review the job description and tailor your CV to highlight the skills, tools, and experiences most relevant to the position. This personalised approach shows employers that you’ve taken the time to understand their needs.

2. Start with a Strong Personal Statement

Begin with a concise personal statement summarising your professional background, key achievements, and career aspirations. Focus on what makes you unique and how your expertise aligns with the job. Keep it to 3-4 sentences.

3. Emphasise Key Project Controls Skills

List your core competencies prominently, such as cost management, scheduling, risk analysis, earned value management, and forecasting. Use bullet points to make this section easy to skim.

4. Highlight Relevant Software Proficiency

Project controls professionals rely on specialised tools. Mention your proficiency with tools such as Primavera P6, Microsoft Project, Asta Powerproject, SAP, Power BI, or Excel (including advanced functions like pivot tables and VBA). Highlight certifications or training in these tools if applicable.

5. Quantify Your Achievements

Whenever possible, back up your accomplishments with data. For example:

“Improved project forecasting accuracy by 15% through enhanced reporting processes.”
“Managed budgets of up to £50 million across multiple concurrent projects.”

Numbers add credibility and help employers understand the scale of your work.

6. Use Action Verbs

Start your bullet points with strong action verbs like “led,” “optimised,” “delivered,” or “analysed.” These words convey a sense of initiative and impact.

7. Include Certifications and Training

Certifications like APM, PRINCE2, or PMP are highly regarded in the project controls field. Include any relevant certifications and ongoing professional development, such as workshops or online courses.

8. Showcase Industry Experience

Highlight experience in industries relevant to the role, such as construction, energy, infrastructure, or manufacturing. Mention specific projects, their scale, and your role in delivering them successfully.

9. Keep Formatting Clean and Professional

A clean, well-structured CV is easier to read and creates a better impression. Use clear headings, consistent fonts, and bullet points to organise information. Avoid excessive graphics or unnecessary design elements.

10. Prioritise Recent and Relevant Roles

Focus on your most recent and relevant positions. Provide detailed descriptions for these roles, but keep older or unrelated experience brief. Employers are most interested in what you’ve done recently and how it applies to their needs.

11. Avoid Jargon and Overcomplicated Language

While technical knowledge is essential, avoid overloading your CV with jargon. Write in a clear, accessible manner that any recruiter can understand, even if they aren’t a project controls expert.

12. Proofread Thoroughly

Spelling or grammatical errors can undermine your professionalism. Proofread your CV carefully or ask a trusted colleague to review it. A polished CV reflects attention to detail, a key trait in project controls.

By following these 12 tips, you can create a CV that effectively showcases your skills, experience, and achievements, helping you stand out in the competitive project controls job market. A well-presented CV doesn’t just open doors—it positions you as the professional employers want to hire.

The Best Questions to Ask at a Project Controls Interview

chirag.shah@paceglobal.org (Chirag Shah) — Fri, 06 Dec 2024 15:04:16 GMT

The Best Questions to Ask at a Project Controls Interview

The body content of your post goes here. To edit this text, click on it and delete this default text and start typing your own or paste your own from a different source.

12 ESSENTIAL Tips for a Project Controls CV

chirag.shah@paceglobal.org (Chirag Shah) — Tue, 03 Dec 2024 14:02:54 GMT

12 ESSENTIAL Tips for a Project Controls CV

1. Tailor Your CV to Each Role

2. Start with a Strong Personal Statement

3. Emphasise Key Project Controls Skills

List your core competencies prominently, such as cost management, scheduling, risk analysis, earned value management, and forecasting. Use bullet points to make this section easy to skim.

4. Highlight Relevant Software Proficiency

5. Quantify Your Achievements

Whenever possible, back up your accomplishments with data. For example:

“Improved project forecasting accuracy by 15% through enhanced reporting processes.”
“Managed budgets of up to £50 million across multiple concurrent projects.”

Numbers add credibility and help employers understand the scale of your work.

6. Use Action Verbs

Start your bullet points with strong action verbs like “led,” “optimised,” “delivered,” or “analysed.” These words convey a sense of initiative and impact.

7. Include Certifications and Training

8. Showcase Industry Experience

9. Keep Formatting Clean and Professional

10. Prioritise Recent and Relevant Roles

11. Avoid Jargon and Overcomplicated Language

While technical knowledge is essential, avoid overloading your CV with jargon. Write in a clear, accessible manner that any recruiter can understand, even if they aren’t a project controls expert.

12. Proofread Thoroughly

7 Ways to Research a Company's Culture Before You Apply

chirag.shah@paceglobal.org (Chirag Shah) — Mon, 25 Nov 2024 12:22:16 GMT

When it comes to career happiness, “culture” is a major factor. Yet, many job seekers struggle to define what a good workplace culture looks like for them, let alone identify it during the recruitment process. A company’s culture can make the difference between a job that energises you and one that leaves you dreading Monday mornings.

So, how can you uncover a company’s culture before you’ve even stepped through the door? Here are seven practical steps to guide you.

1. Get Clear on Your Ideal Culture

Everyone wants to work in a "great culture," but what does that mean for you? Without a clear definition, you risk chasing vague ideals that may not align with your personal goals.

Start with a list.

Write down what you want from a workplace: growth opportunities, work-life balance, collaborative colleagues, or clear communication.
Think of three examples of what "great" looks like for each item.

For instance, if work-life balance is important to you, a "great" example might include a flexible working policy, generous holiday allowances, or a culture that respects boundaries outside work hours. The more specific you can get, the easier it will be to assess potential employers.

2. Review the Company’s Benefits Page

The company’s careers or benefits pages are often a treasure trove of insights into its culture. While they won’t reveal everything, they can give you a sense of the company’s priorities.

Look for mentions of benefits or initiatives that align with your cultural values. If professional development is high on your list, does the company offer training programmes or mentorship schemes? If diversity matters, do they celebrate inclusion with concrete examples?

If the benefits page feels generic or lacking, don’t give up. Move on to the deeper investigative steps below.

3. Read Glassdoor Reviews

Glassdoor is a goldmine for understanding how current and former employees perceive a company. But tread carefully—it’s essential to focus on the right reviews.

What to ignore:

Overly negative 1-star reviews (often outliers or personal grievances).
Overly glowing 5-star reviews (sometimes overly optimistic or even manufactured).

What to look for:

Honest, balanced reviews (typically rated 2-4 stars).
Specific mentions of workplace culture, such as collaboration, leadership styles, or flexibility.

These reviews often provide anecdotes that can help you piece together an accurate picture of the day-to-day environment.

4. Listen to Interviews with Leaders

Culture starts at the top. The way leaders talk about values, priorities, and employee wellbeing can be a strong indicator of the company’s actual culture.

To dig into this:

Search for "[Company] Leadership Team" and note the names of key executives.
Look up podcasts, interviews, or keynotes featuring these leaders using search terms like “[Name] culture podcast” or “[Name] leadership keynote.”

Pay attention to how they describe company values. Are they consistently mentioned across different forums? Do they back up their claims with examples? Passionate and transparent leaders often reflect a culture of openness and trust.

5. Find Former Employees on LinkedIn

Former employees can offer a wealth of insights, especially those who left for better opportunities.

Use LinkedIn to search for people who previously worked at your target company :

Click “All Filters” on LinkedIn.
Add the company to the “Past Companies” field and explore profiles.

Look at their job progression. If many left for similar reasons (e.g., better work-life balance or a more inclusive workplace), this could signal cultural weaknesses. You may also find valuable observations in their LinkedIn posts or public endorsements.

6. Research Current Employees Online

Your potential colleagues will play a significant role in shaping your work experience. Researching their professional profiles can help you understand whether they align with your values and aspirations.

Using LinkedIn, find people in your target role or department . Review their profiles and public activity for clues about:

Shared values (e.g., promoting sustainability or supporting diversity).
Career paths (e.g., staying long-term versus frequent job changes).
Their engagement with industry trends and ideas.

If you can’t see yourself connecting with the team on a personal or professional level, it’s worth considering whether the company’s culture aligns with your own.

7. Ask the Right Questions During Interviews

The interview isn’t just about whether you’re a fit for the company; it’s also your chance to evaluate them. When it’s your turn to ask questions, focus on the culture.

For example:

“I read that X is a big part of [Company]'s culture. Can you give me an example of how you’ve seen that play out?”
“How does the company celebrate success and achievements?”
“What support is available for employees’ personal and professional growth?”

These open-ended questions encourage interviewers to share tangible examples, giving you a clearer sense of what it’s like to work there.

Why Researching Culture Matters

Taking the time to research a company’s culture before applying is an investment in your future happiness. A misaligned culture can lead to disengagement, burnout, and frustration, while a good fit can propel your career forward and improve your overall quality of life.

By following these steps, you’ll equip yourself with the knowledge to make informed decisions, ensuring that your next role aligns with your values and aspirations.

After all, career happiness isn’t just about the work you do—it’s about the environment you do it in.

How Project Controls Professionals Can Use AI

chirag.shah@paceglobal.org (Chirag Shah) — Wed, 30 Oct 2024 17:01:26 GMT

As the complexity and scale of projects increase, AI offers a powerful toolset to improve efficiency, enhance decision-making, and reduce risks.

Artificial Intelligence (AI) is transforming industries around the world, and project controls is no exception. As the complexity and scale of projects increase, AI offers a powerful toolset to improve efficiency, enhance decision-making, and reduce risks. AI can process vast amounts of data quickly and accurately, providing insights that help project controls professionals manage costs, schedules, risks, and performance more effectively.

In this blog, we will explore how project controls professionals can harness the power of AI to optimise their work and improve project outcomes.

1. AI-Powered Forecasting and Cost Management

One of the core responsibilities of project controls professionals is managing project costs and accurately forecasting future expenses. Traditionally, this has been done using historical data, spreadsheets, and manual reporting. AI significantly enhances these processes by using predictive analytics and machine learning algorithms to analyse historical data, current trends, and market conditions to provide more accurate forecasts.

Key Applications:

Predictive Cost Forecasting: AI can analyse vast amounts of historical cost data to predict future expenses with greater accuracy. This is particularly useful for large-scale or long-duration projects, where minor miscalculations can lead to significant cost overruns.
Automated Cost Tracking: AI can automate the monitoring of costs in real time, flagging potential budget issues early and suggesting corrective actions before they escalate. This helps project controls professionals stay on top of costs and make data-driven adjustments to avoid overruns.

Benefits:

Improved accuracy in cost estimation and forecasting.
Early detection of cost deviations, allowing for faster interventions.
Reduced manual workload by automating data analysis and reporting.

2. Enhanced Risk Management with AI

Risk management is another crucial aspect of project controls, and AI is particularly effective in this area. AI-driven systems can continuously monitor and analyse data from various sources to identify potential risks before they become critical issues. By identifying patterns that may be invisible to the human eye, AI enhances the ability of project controls professionals to anticipate, mitigate, and manage risks.

Key Applications:

Risk Prediction: AI can predict potential project risks by analysing past project data, external factors like market trends or weather conditions, and internal variables such as resource availability and performance metrics.
Automated Risk Monitoring: AI can continuously scan project data to detect early warning signs of emerging risks, such as delays, cost increases, or resource shortages. It can also prioritise risks based on severity and likelihood, enabling project controls professionals to focus on the most critical issues.
Scenario Planning: AI tools can simulate various risk scenarios and their potential impact on the project, helping project controls professionals plan mitigation strategies and optimise decision-making.

Benefits:

Proactive risk management, reducing the likelihood of unexpected issues.
More effective allocation of resources for risk mitigation.
Data-driven decision-making based on real-time risk analysis.

3. AI-Driven Scheduling and Resource Optimisation

Project scheduling is another area where AI can significantly improve efficiency and accuracy. Traditional scheduling relies on project controls professionals manually building schedules based on estimates and experience. AI, however, can analyse project data, resource availability, and historical trends to optimise schedules in real time.

Key Applications:

Automated Schedule Optimisation: AI can create optimal project schedules by analysing task dependencies, available resources, and potential bottlenecks. This can significantly reduce the time spent on manual schedule creation and increase the chances of on-time project delivery.
Dynamic Rescheduling: AI can automatically update and adjust schedules when changes occur, such as resource shortages, unexpected delays, or scope changes. It can also suggest the most efficient ways to reallocate resources or adjust timelines.
Predictive Maintenance Scheduling: For projects involving machinery or equipment, AI can predict when maintenance is needed based on usage patterns and performance data, ensuring that resources are properly maintained and avoiding downtime.

Benefits:

Increased efficiency in schedule creation and management.
Reduced project delays due to real-time schedule updates and adjustments.
More effective use of resources, ensuring that bottlenecks are minimised.

4. Automating Reporting and Performance Analysis

Reporting and performance analysis are essential aspects of project controls, often requiring significant manual effort. AI can streamline these processes by automating data collection, analysis, and report generation. This not only saves time but also provides more detailed and insightful reports that can be used to improve project performance.

Key Applications:

Automated Reporting: AI can automatically generate reports on project performance, costs, and progress, providing real-time insights without the need for manual data entry. This reduces the time spent on administrative tasks and allows project controls professionals to focus on strategic decision-making.
Performance Dashboards: AI can power dynamic dashboards that track project performance in real time, highlighting key metrics such as budget adherence, schedule progress, and resource utilisation. These dashboards can be customised to provide tailored insights based on the specific needs of the project.
Anomaly Detection: AI can automatically detect anomalies in project data, such as unexpected cost spikes or delays, and alert project controls professionals before they become major issues. This allows for quicker interventions and course corrections.

Benefits:

Streamlined reporting processes, reducing manual workload.
Real-time performance insights, improving project decision-making.
Faster identification and resolution of performance issues.

5. Improving Collaboration and Communication with AI Tools

AI can also enhance collaboration and communication within project teams. Effective communication is critical to project success, and AI tools can facilitate smoother interactions, ensuring that everyone is on the same page and that information flows seamlessly between stakeholders.

Key Applications:

AI-Powered Chatbots and Virtual Assistants: These tools can assist project controls professionals by answering common questions, providing quick updates on project status, and sending reminders for critical tasks or deadlines.
Collaboration Platforms with AI Integration: AI-driven collaboration platforms can analyse team interactions, identify communication bottlenecks, and recommend ways to improve workflow efficiency. They can also automate the sharing of key project updates with stakeholders.
Natural Language Processing (NLP) for Reporting: AI tools with NLP capabilities can help project controls professionals by converting complex data into easy-to-understand language, making reports and project updates clearer for all stakeholders, including non-technical audiences.

Benefits:

Enhanced team communication and collaboration through AI-driven tools.
Reduced miscommunication and better alignment of project goals.
Time saved on routine communication tasks, freeing up professionals for more strategic work.

6. Leveraging AI for Decision Support

AI’s ability to process large datasets quickly and accurately makes it an invaluable tool for decision support in project controls. From assessing the viability of new projects to identifying potential risks in ongoing ones, AI can provide data-driven insights that support better decision-making.

Key Applications:

Decision Support Systems: AI-powered systems can analyse historical project data, current project conditions, and external factors to provide recommendations on the best course of action. This can be particularly useful when managing complex projects with multiple variables.
Data-Driven Insights: AI can identify trends and patterns in project data that may not be immediately obvious to human analysts. For example, it can highlight potential cost-saving opportunities or suggest more efficient ways to allocate resources.
AI-Powered "What-If" Scenarios: AI tools can simulate different project scenarios, allowing project controls professionals to explore the potential outcomes of various decisions before committing to a course of action. This helps mitigate risks and optimise project performance.

Benefits:

More informed decision-making based on data-driven insights.
The ability to evaluate different scenarios and their potential impact on projects.
Reduced risk of costly mistakes by simulating project outcomes before implementing decisions.

Conclusion

AI is revolutionising the way project controls professionals manage and deliver complex projects. From forecasting costs and optimising schedules to enhancing risk management and improving decision-making, AI offers a suite of tools that can significantly improve efficiency and accuracy. By embracing AI, project controls professionals can stay ahead of the curve, make better decisions, and ultimately ensure more successful project outcomes.

As AI continues to evolve, the future of project controls will likely see even greater integration of AI-driven technologies, making it essential for professionals to stay updated on the latest advancements and continuously develop their skills in this area. The key is to use AI as a complement to human expertise, allowing project controls professionals to focus on higher-level strategic tasks while leveraging AI for data processing, analysis, and automation.

How Can a Project Manager Transition into the World of Project Controls?

chirag.shah@paceglobal.org (Chirag Shah) — Wed, 30 Oct 2024 17:01:24 GMT

Project managers and project controls professionals share common ground, but their roles and responsibilities differ in key areas.

While project managers focus on overseeing the entire project lifecycle, including stakeholder management and project delivery, project controls professionals concentrate on managing the project’s scope, cost, schedule, risk, and performance to ensure successful delivery.

For project managers who are considering transitioning into the project controls field, this shift can be a valuable career move. Project controls offer opportunities for a more technical, data-driven role that enhances decision-making and project outcomes. This blog will outline the steps a project manager can take to smoothly transition into the world of project controls.

1. Understand the Core Functions of Project Controls

Before making the transition, it’s essential to understand the distinct functions that project controls professionals manage. Project controls revolve around monitoring and controlling various project elements to ensure they stay on track, within budget, and on schedule. Key areas of focus include:

Cost Management: Monitoring and controlling project costs to ensure budgets are adhered to and providing cost forecasts throughout the project.
Scheduling and Planning: Developing and managing the project schedule, ensuring all activities are completed on time, and adjusting the schedule as needed.
Risk Management: Identifying, analysing, and mitigating risks that could impact the project’s success.
Performance Reporting: Tracking progress against key performance indicators (KPIs) and generating reports to keep stakeholders informed of project status.

What You Should Do:

Study Industry Standards: Familiarise yourself with key methodologies and standards in project controls, such as the Earned Value Management (EVM) technique, and key industry standards like those provided by the AACE (Association for the Advancement of Cost Engineering) or PMI (Project Management Institute).
Understand the Differences: Recognise how project controls differ from general project management, with a sharper focus on data, metrics, and analytical tools rather than broader leadership and stakeholder communication.

2. Leverage Your Project Management Experience

As a project manager, you already possess many of the leadership, communication, and organisational skills necessary for success in project controls. Your experience managing teams, tracking project progress, and communicating with stakeholders will be invaluable in a project controls role. However, you will need to build on this foundation by developing more technical skills, particularly in cost control, scheduling, and risk management.

What You Should Do:

Emphasise Transferable Skills: Highlight your experience with budgeting, scheduling, risk management, and reporting when exploring project controls roles. These are core functions in both project management and project controls, though the latter requires more technical precision.
Build on Leadership Skills: Project controls professionals often lead efforts to improve project performance, so your existing leadership skills will be critical when coordinating with project teams, contractors, and stakeholders to address risks or budget concerns.

3. Develop Technical Expertise

A key difference between project management and project controls is the level of technical expertise required, especially in areas such as cost engineering, advanced scheduling, and risk analysis. To transition successfully, project managers need to enhance their technical skill set.

What You Should Do:

Learn Project Controls Software: Familiarise yourself with the software tools commonly used in project controls, such as Primavera P6, Microsoft Project, Asta Powerproject, and cost management tools like Deltek Cobra. These tools are essential for managing project schedules, forecasting costs, and tracking progress.
Get Proficient with Data and Analytics: Develop a stronger understanding of data analysis techniques used in cost forecasting, risk analysis, and performance reporting. Familiarity with Earned Value Management (EVM) is particularly useful, as it is widely used in project controls to assess project health and performance.
Learn Financial and Cost Control Techniques: Project controls require detailed knowledge of financial management, including cost estimation, cost performance monitoring, and financial forecasting. Consider studying cost control techniques and budgeting methodologies that are relevant to your industry.

Suggested Actions:

Take Online Courses: Consider enrolling in courses or certifications that focus on project controls. Platforms like Coursera, Udemy, or LinkedIn Learning offer courses in Primavera P6, Earned Value Management, and cost engineering.
Earn Certifications: Certifications like the Certified Cost Professional (CCP) from AACE or PMI’s Scheduling Professional (PMI-SP) can help you gain technical credentials that align with project controls roles.

4. Gain Hands-On Experience in Project Controls

Practical experience is essential for transitioning from project management to project controls. Start by seeking opportunities within your current role to take on project controls-related responsibilities. This will allow you to gain hands-on experience while you continue to develop your skills.

What You Should Do:

Take on Hybrid Roles: If possible, volunteer for project controls-related tasks within your current projects. For example, offer to assist with scheduling, cost reporting, or risk management efforts. This will allow you to develop your technical skills while continuing to function as a project manager.
Collaborate with Project Controls Teams: Work closely with your company’s project controls team to gain insights into their processes. Shadowing or collaborating with project controls professionals will give you a better understanding of their daily responsibilities, tools, and challenges.
Join Smaller Projects: Consider working on smaller or less complex projects where you can take on both project management and project controls duties. This will provide you with valuable experience in cost control, scheduling, and performance tracking.

5. Build a Network and Seek Mentorship in Project Controls

Mentorship and networking are powerful tools for anyone transitioning into a new field. By connecting with experienced project controls professionals, you can gain valuable advice, learn best practices, and open the door to new opportunities in the project controls domain.

What You Should Do:

Seek a Mentor: Find a mentor who is experienced in project controls. They can provide guidance, recommend learning resources, and help you understand the nuances of the role. If your organisation has a project controls team, ask if someone is willing to mentor you.
Join Industry Associations: Becoming a member of professional organisations like AACE International, Project Management Institute (PMI), or Association for Project Management (APM) can give you access to networking opportunities, industry insights, and professional development resources focused on project controls.
Attend Webinars and Conferences: Participate in project controls-specific webinars, workshops, and conferences to stay up to date with industry trends and meet professionals working in the field. These events often cover emerging technologies, case studies, and best practices that are critical for project controls professionals.

6. Consider a Formal Transition Role

If you are serious about transitioning into project controls, consider applying for a formal role that focuses on cost control, scheduling, or risk management. Many companies offer roles specifically designed for project managers to shift into project controls positions, such as Cost Engineer, Planning Engineer, or Risk Manager. These roles allow you to leverage your project management experience while developing the technical skills needed for a career in project controls.

What You Should Do:

Look for Transitional Roles: Search for job titles like Project Controls Specialist, Cost Engineer, or Scheduling Engineer. These roles often require a blend of project management and technical skills, making them ideal for project managers looking to shift their focus.
Discuss Opportunities with Your Employer: If you're currently employed, have a conversation with your manager about opportunities to formally transition into project controls. Many companies are open to internal candidates who want to shift roles, especially if they have project management experience.

Conclusion

Transitioning from project management to project controls is a strategic career move that can offer new challenges, responsibilities, and growth opportunities. By building on your existing project management skills and developing technical expertise in cost management, scheduling, and risk analysis, you can successfully make the shift. Networking, gaining hands-on experience, and seeking mentorship will further support your journey into this exciting and rewarding field. As industries continue to demand skilled professionals in project controls, this transition can open doors to new and fulfilling career paths.

5 Tips for Project Controls Experts to Ask for a Pay Rise

chirag.shah@paceglobal.org (Chirag Shah) — Wed, 30 Oct 2024 17:01:23 GMT

As a project controls expert, your role is vital in ensuring the success of complex projects by managing costs, schedules, risks, and resources.

With the growing demand for skilled professionals in this field, now could be the right time to ask for a pay rise. However, requesting a salary increase requires careful preparation, clear communication, and confidence. Whether you’re a seasoned professional or newly stepping into a senior role, here are five key tips to help you successfully ask for a pay rise.

1. Know Your Worth with Industry Benchmarking

Before you even begin the conversation, you need to be well-informed about the market rate for your role. Understanding how your current salary compares to industry standards will provide a solid foundation for your request. Roles in project controls vary significantly depending on the industry, region, and the complexity of the projects you work on.

What You Should Do:

Research Salary Surveys: Look for reliable salary reports from industry bodies like the AACE (Association for the Advancement of Cost Engineering), or use salary guides from recruitment agencies that specialise in project controls roles.
Compare Salaries Across Sectors: Check how project controls roles in your sector compare with those in other sectors like oil and gas, infrastructure, or engineering. Project control specialists in niche or high-demand industries may command higher salaries.
Consider Your Experience and Qualifications: Take into account how your level of experience, certifications, and technical skills impact your earning potential. For example, having a certification like PRINCE2 or Primavera P6 expertise can make a significant difference.

By doing this research, you’ll be able to make a well-reasoned argument that demonstrates the value you bring to the company and supports your request for a higher salary.

2. Highlight Your Impact on Projects

One of the most effective ways to justify a pay rise is by showing how your contributions have positively impacted the company's projects. Project controls experts play a pivotal role in keeping projects on time and within budget—two factors that are crucial to a company’s profitability.

What You Should Do:

Quantify Your Achievements: Prepare specific examples of projects where your input has led to tangible results. For example, “I helped reduce project costs by 10% on a £10 million project” or “I successfully mitigated risks that could have caused a six-month delay.”
Focus on Key Performance Indicators (KPIs): Use KPIs such as cost savings, adherence to timelines, risk mitigation, or efficiency improvements to demonstrate your value. Employers are more likely to agree to a pay rise if they can see the direct benefits of your work.
Show Leadership and Problem-Solving: If you’ve taken on more responsibilities, led teams, or solved significant project challenges, be sure to highlight these achievements. It demonstrates your ability to handle increased responsibility, which is a strong argument for a pay rise.

By framing your contributions in a way that directly relates to the company’s bottom line, you make a compelling case for why you deserve a higher salary.

3. Choose the Right Time

Timing is everything when it comes to asking for a pay rise. Approaching your manager when the company is in a good financial position or after a successful project can increase your chances of success. Similarly, catching your manager at the right moment, when they aren’t overwhelmed or distracted, is key.

What You Should Do:

Pick an Appropriate Moment: Ideally, raise the subject during a scheduled performance review. If that’s not an option, consider the timing in relation to your recent successes. Just after a project has been successfully completed, or when the company has announced growth or profit, is often a good time.
Avoid Poor Timing: Refrain from asking for a raise during financially challenging times for the company or when your manager is under pressure. The end of a financial year, during budget reviews, or after a major setback may not be the best time.
Link to Future Contributions: Rather than just focusing on past successes, position the pay rise as part of your commitment to adding even more value in the future. This approach shows you are forward-thinking and keen to continue growing with the company.

The right timing can significantly enhance the chances of your request being positively received.

4. Be Prepared for Negotiation

Not every pay rise request will be met with an immediate "yes," and that’s okay. It’s important to be prepared for negotiation and to have a clear idea of what you are willing to accept. Knowing your minimum salary expectation, as well as potential alternatives to financial compensation, will help you enter the conversation confidently.

What You Should Do:

Set a Target Range: Instead of asking for a specific figure, suggest a salary range that reflects your market research. This allows room for negotiation and demonstrates flexibility. For example, “Based on industry benchmarks and my contributions, I believe a salary in the range of £X to £Y is appropriate.”
Consider Non-Monetary Benefits: If the company is unable to meet your salary expectations, be open to discussing other forms of compensation. These could include additional holidays, flexible working arrangements, training opportunities, or a performance-based bonus structure.
Stay Professional: During negotiations, maintain a professional and positive tone. If your request is denied or met with a lower offer, ask for feedback and clarify what you need to do to earn a higher salary in the future. Show that you are open to continuous improvement and development.

Being prepared for a range of outcomes will make the negotiation process smoother and help you avoid disappointment.

5. Build Your Case with Confidence and Clarity

Confidence is key when asking for a pay rise. It’s important to approach the conversation with a positive, professional mindset, and to clearly communicate why you believe you deserve an increase. Project controls professionals often have demanding roles, and your contributions are likely to be highly valued, but you need to articulate this confidently.

What You Should Do:

Practice Your Pitch: Before the meeting, practice what you will say. Be concise, clear, and direct. For example: “Over the past year, I have successfully managed project costs, reducing overruns by 15%, and consistently delivered on time despite challenges. Given these contributions and industry benchmarks, I would like to discuss my current salary.”
Be Confident but Not Arrogant: While it’s important to express your achievements, avoid coming across as entitled. Frame your request as a conversation about fair compensation for your contributions and commitment to the company.
Be Open to Feedback: Listen to your manager’s response carefully. If they need time to consider your request or provide feedback, be patient and open to their perspective. This can also be an opportunity to align on future goals and what it would take to earn a pay rise at a later date.

Confidence, backed by facts and a clear argument, will help you make a strong case for a salary increase.

Conclusion

Asking for a pay rise as a project controls expert requires thorough preparation, careful timing, and clear communication. By researching industry standards, highlighting your impact on projects, and approaching the conversation with confidence and professionalism, you can significantly increase your chances of success. Remember, a pay rise request is not just about the money—it’s about recognising the value you bring to the company and aligning your compensation with your contributions.

Rate of Delay, Senior Scheduler Jobs and Reacting Slowly

Mon, 07 Oct 2024 13:39:40 GMT

Welcome back to Beyond Deadlines newsletter—a free perk for people looking to improve in Planning and Scheduling. Each week, we provide tactics, prompts, jobs and food for thought. We want you to succeed today, tomorrow and throughout the rest of your career.

In my experience consulting with enterprises of all types, most managers admit to reacting to situations too quickly and immediately trying to solve a problem. Before getting themselves oriented to the system and looking for second-order dynamics and assumptions, they start acting. The first shift in leadership thinking in a systems environment is a shift from action leadership to thought and emotional leadership.

Simple_Complexity by William PhD Donaldson

Most project metrics fail to capture one key insight: the rate at which delays accumulate.

(And this is the missing context that can make or break a project.)

Here’s why this matters:

Imagine a milestone with a -10 day variance. Looks bad, right?

But without context, it's impossible to tell if this is a one-off issue or the fourth delay this month.

The real question isn't just "how late are we?" but "are delays becoming a pattern?"

One delay is manageable, but repeated delays? Big problem.

By monitoring the frequency and acceleration of delays, teams can detect underlying risks before they spiral out of control.

This approach applies to nearly any metric or KPI—not just delays.

Whether you're tracking cost overruns, resource usage, or other performance indicators, measuring how fast problems accumulate gives you deeper insight into project health.

Daily News for Curious Minds

“I stopped watching the news, so sick of the bias. Was searching for an alternative that would just tell me WHAT happened, with NO editorializing. I found it. It’s called 1440. It assumes you are smart enough to form your own opinions.”

Calculate the Rate of Delay

Copy and paste this prompt into ChatGPT , Gemini or Claude .

Act as a Senior Construction Scheduler who excels at analyzing data to identify the rate of delay.

Using a provided dataset that includes (insert an explanation of your data here). Reference a successful project where you effectively calculated the rate of delay, leading to proactive adjustments that kept the project on track. Deliver a clear and concise report with charts, percentage breakdowns, and actionable insights in a structured format, maintaining a solution-oriented and analytical tone throughout. Before you begin, ask me 3 questions to help improve your answer.

Senior Scheduler

Company - Linesight
Location - Tempe, AZ

Project Controls Specialist, Scheduling

Company - Google Fiber
Location - Omaha, NE

Sr Program Planning & Controls

Company - Blue Origin
Location - Seattle, WA

We have no connection to these jobs or companies. Our goal is simply to help you land the job of your dreams.

Know of anyone who’d be a perfect fit as a construction planner or scheduler? Share this newsletter and the below video with them!

Thank you for reading.

Check out Micah , Greg and Beyond Deadlines on LinkedIn.

Subscribe to our YouTube Channel.

Listen to the podcast on Spotify or Apple Podcasts . Visit our website .

Don’t ever hesitate to replay to this email if you are need of help!

See you next week,

Super Intelligence Will Be Here in a Few Thousand Days

Sat, 05 Oct 2024 12:27:05 GMT

Proudly sponsored by ConstructAI, brought to you by Weston Analytics

“Super intelligence will be here in a few thousand days.”

These huge words from Sam Altman mixed with Zuckerberg’s impressive Connect 2024 showcase have once again brought the world of advanced tech to the fore.

In this weeks episode, we were joined by mixed reality enthusiast and management consultant specialist Ryan Clarke to focus in on:

��️ Meta’s reveal of Orion - the most advanced glasses in the world

�� The future of mixed reality and its place in construction

��️ The fall of construction giant ISG and how to avoid a similar fate

�� How “massive prosperity” will be the next leap for AI

➖ Why ChatGPT’s OpenAI are a cause for concern

Check out the podcast on your favourite podcast platform by clicking here

Timestamps

00:00 Digital Maturity in Industries

19:10 Drivers of Digital Change

22:04 The Buzzwords of Technology

25:02 Meta's Innovations and Announcements

28:01 The Future of Spatial Computing

30:46 Impact of AI on Project Delivery

33:47 Challenges in Construction Technology

36:27 The Role of Friction in Technology Adoption

39:26 The Future of Mixed Reality and Neural Interfaces

53:54 Balancing AI and Human Judgment

Takeaways

The construction industry is digitally immature compared to others.
Digital change is often driven by the need to avoid pain rather than to gain pleasure.
Buzzwords like AI and the metaverse can distract from meaningful innovation.
Meta's recent announcements show a commitment to spatial computing.
Spatial computing will likely change project delivery in construction.
BIM technology is underutilised in its potential to prevent project risks.
Friction in technology adoption can hinder progress and innovation.
The future of technology should focus on seamless integration into daily life.
Neural interfaces may become more accepted than augmented reality contact lenses.
People are often the biggest challenge in technology implementation.

Guest Speaker Profile:

Ryan is a forward-thinking BIM professional, blending expertise in XR technology with a deep understanding of data analytics to revolutionise the design and construction process. With a background in Management Consulting, he has driven transformative change across sectors such as Real Estate, CPG, Banking, Legal, and the Public Sector. His experience extends over 6 years, during which he has harnessed spatial computing to architect precise digital replicas of physical spaces, notably data centres and offices, enhancing planning, and execution in construction projects

Linkedin: https://www.linkedin.com/in/ryanclarke3

WebsiteL https://ryanclarke.dev/

Meet Project Flux: About Us

At Project Flux, we're committed to pioneering the future of construction and project delivery through the lens of cutting-edge Artificial Intelligence insights. Our vision is to be at the forefront of integrating AI into the fabric of project delivery, transforming how projects are conceptualised, planned, and executed.

Our Mission Project Flux aims to not only inform and educate but also to inspire professionals in the construction industry to embrace the transformative potential of AI. We believe in the power of AI to revolutionise project delivery, making it more efficient, predictive, and adaptable to the dynamic demands of the modern world.

What We Offer Through our insightful newsletters, podcasts and curated content on LinkedIn, and engaging discussions, Project Flux serves as a resource for professionals seeking to stay ahead in their field. We offer a blend of practical advice, thought leadership, and the latest developments in AI and construction technology.

What People Say…

“It was a real pleasure being a guest on the Project Flux podcast. James and Yoshi are really on top of things when it comes to AI in general and its application in project management specifically. If you just have a few minutes a week have a read through their newsletter so you can stay informed. If you have just a bit more time, they know how to ask the right questions in the podcast."

Nicki Kons, risk and project management expert

Unlock AI’s Hidden Power: Meta’s Shocking Move & The Collapse That Changes Everything!

Tue, 01 Oct 2024 14:25:30 GMT

Proudly sponsored by ConstructAI, brought to you by Weston Analytics

This Week’s BIG thing

Meta’s Apple moment

Meta’s annual Connect conference last week showcased exciting new products and features, spotlighting their commitment to hardware tech, a move many big tech players seem to be following. Here’s the rundown ��

Orion AR Glasses Prototype

In a surprise move, Meta revealed the “Orion” prototype, their most advanced AR glasses yet. Using new holographic tech, these glasses project visuals directly in front of the user’s eyes via waveguides. They feature hand and eye tracking, and a neural interface on the wrist, hinting at Meta’s vision for the future of augmented reality.

The challenges

High Production Costs: Each unit costs around $10,000 due to expensive materials, with silicon carbide subject to export restrictions.

Limited Battery Life: Current prototypes offer only two hours of use, far below consumer expectations.

Technical Hurdles: Balancing field of view, resolution, brightness, and cost remains a challenge.

Size and Weight: Meta aims to reduce the thickness and weight to under 50 grams for all-day comfort.

Regulatory Compliance: Export restrictions and material regulations present additional hurdles.

What people are thinking

Most, including us are seriously impressed about how Meta have been able to pack so much punch in such form factor

Some are seeing the reveal as a sign that Meta have tempered their metaverse ambitions but view it as a positive more realistic pivot. Meta are cementing themselves as leaders in the AR space, potentially achieving what Google couldn’t with Google glass.

Few are concerned of its readiness for consumers, and that it has more of a developer kit feel to it, which is partly true as they are not for public use yet.

Other advancements

Upgraded Ray-Ban Smart Glasses: NLP for easier voice commands, memory aids, multimodal AI for real-time video support, live language translations and other cosmetic enhancements

Budget Quest 3S VR Headset: A more budget-friendly version of their popular Quest 3 virtual reality headset. Starting at $299 for the 128GB model and $399 for the 256GB model, coming Oct 15th.

Meta AI Upgrades and Llama 3.2: Meta AI now has multimodal AI, enhanced natural voice interactions, Photorealistic AI avatars and real-time voice dubbing

The rabbit hole ��

What’s new: Tech

OpenAI Faces Leadership Departures Amid Funding Round ��

OpenAI is experiencing significant leadership changes as key figures depart the company during a crucial funding round. Chief Technology Officer Mira Murati and Chief Research Officer Ilya Sutskever have both stepped down. Murati, known for her instrumental role in developing OpenAI's cutting-edge AI models, and Sutskever, a co-founder, leave as OpenAI works to secure additional capital. These leadership shifts may present challenges for the company’s ongoing projects, strategy, and future vision, particularly as OpenAI balances expanding AI capabilities with maintaining its ethical approach to development.

Why It Matters

These high-profile departures occur at a critical time for OpenAI, which could signal internal tensions. The exits may be linked to recent organisational changes, including a push to give Sam Altman equity and remove OpenAI’s non-profit control structure, as discussed here . Additionally, ongoing concerns regarding OpenAI's safety committee, tasked with monitoring ethical risks, have been under scrutiny, with key members reportedly dissatisfied with the company’s direction read more . These developments may be reflective of broader disagreements over OpenAI’s future, potentially influencing these leadership changes.

For project delivery that rely heavily on AI innovations to enhance project delivery and productivity, the instability at OpenAI could lead to delays or shifts in product development, which might impact the broader AI landscape.

The Rabbit Hole

Could these departures be connected to OpenAI's internal turmoil? Explore the potential link between leadership changes and OpenAI’s restructuring plan here , and read more about the safety committee concerns here . As OpenAI evolves, the industry will be watching closely.

�� Other tech news we’re loving

Microsoft AI screenshot tool returns , offering users enhanced screen-capturing functionality, improving productivity and seamless integration with Microsoft's AI-powered features after its initial removal.
Apple rejected the EU's AI pact, alongside Meta, despite support from 115 companies. This decision, as detailed here , may delay AI features for EU users, impacting competitiveness.
Notebook LM can now pull from YouTube , integrating audio and video sources into Google’s AI-powered note-taking tool, expanding its capabilities for researchers and creators alike.
Meta releases Llama 3.2 , its latest AI model, which improves language processing and boosts performance for enterprise and research applications.
ChatGPT introduces an advanced voice feature , allowing users to interact more naturally with the AI, marking a major step forward in AI-powered communication.
OpenAI now allows inspection of their training data in response to legal challenges, providing more transparency in their data use, especially concerning copyright concerns.
Google releases new Gemini models , offering reduced pricing and enhanced performance, particularly boosting capabilities for developers working with generative AI.
Johnny Ive collaborates with OpenAI on new hardware designs, with additional details here , blending AI with hardware innovation for future products.
In Apple Intelligence leading the way for security , Bernard Marr explains how Apple’s AI is setting new standards for privacy, offering users enhanced data protection.

What’s new: Projects

The huge collapse of ISG – the once construction giant

ISG, one of the UK’s largest construction firms, has collapsed into administration, marking the biggest failure in the industry since Carillion in 2018. Here’s a breakdown of what happened, why, and how data could have helped foresee and manage the risks.

On September 20, 2024, ISG filed for administration, halting operations across all sites. Over 2,000 jobs were lost, and 69 central government projects, including school and prison expansions, were left in limbo. ISG had been grappling with financial struggles, mainly due to loss-making contracts from 2018 to 2020, compounded by a failed sale attempt earlier in 2024.

Why it happened

It’s reported ISG’s downfall was caused by:

Unprofitable Contracts: Between 2018 and 2020, ISG secured several loss-making contracts, particularly in residential, logistics, and data centres, which drained company liquidity.

Failed Projects: High-profile failures, such as the £300 million Britishvolt contract and a £600 million Sunset Studios job, further eroded ISG’s financial standing.

Cash Flow Problems: With liquidity under pressure, the company struggled to stay afloat.

Diversification Challenges: ISG expanded into new regions and sectors, increasing costs without securing profitable returns.

Economic Headwinds: Rising borrowing costs squeezed profit margins across the industry.

How could data have helped?

Early Warning Systems: Data analytics could have flagged underperforming contracts earlier, allowing ISG to address issues before they became critical.

Risk Assessment: Data-driven tools could have helped ISG evaluate the risks of new contracts more accurately, avoiding overly risky or unprofitable projects.

Project Monitoring: Real-time analytics on costs and performance could have enabled ISG to intervene earlier in troubled projects, potentially saving them from spiraling losses.

Supply Chain Insights: Data could have highlighted vulnerabilities within ISG’s supply chain, helping the company mitigate risks related to subcontractors and suppliers.

Financial Forecasting: Sophisticated financial modeling might have provided clearer insights into ISG’s cash flow problems, prompting corrective actions sooner.

Portfolio Optimisation: Data analysis could have guided ISG in balancing high-risk and high-reward projects, ensuring a more stable financial footing.

Why this matters to you ��

Particularly for those in construction, ISG’s collapse underscores the critical need for robust financial oversight within construction firms, it’s important to implement data-backed financial controls with a strategy for diversification. Loss-making contracts were critical to the downfall, and so smarter contract evaluations with a softer risk appetite is wise. The fallout from this event will likely be wide-reaching and prolonged creating turbulence in the industry, both directly in the supply chain but also indirectly across the broader built environment.

The rabbit hole ��

�� Other Project news we’re loving

AI Improves Railway Safety by Detecting Defect s AI technologies are helping the railway industry by automating the detection and monitoring of infrastructure defects, enhancing safety, and reducing maintenance costs, revolutionising traditional inspection processes.
Construction Industry Warms to Robotics and AI Adoption The construction industry is increasingly embracing robotics and AI for improved site productivity and efficiency. Read more on the adoption journey here , including challenges and benefits.

What’s new: Productivity

“Superintelligence could be developed within 5 to 10 years” - Sam Altman

“...After thousands of years of compounding scientific discovery and technological progress, we have figured out how to melt sand, add some impurities, arrange it with astonishing precision at extraordinarily tiny scale into computer chips, run energy through it, and end up with systems capable of creating increasingly capable artificial intelligence.”

Sam Altman has his critics, but with every blog he releases, it creates a feeling of hope in artificial intelligence, and I guess a sense of trust in where we are going as a species. In his blog titled “The intelligence age” Sam places “massive prosperity” as the next milestone of AI, attributing this possibility to breakthroughs in deep learning. Here are our 5 key quotes from the blog:

“Superintelligence could be developed within 5 to 10 years”

“It is possible that we will have superintelligence in a few thousand days”

Advanced infrastructure is the enabler for progress:

“We are more capable not because of genetic change, but because we benefit from the infrastructure of society being way smarter and more capable than any one of us; in an important sense, society itself is a form of advanced intelligence.”

Personal AI teams:

“Eventually we can each have a personal AI team, full of virtual experts in different areas, working together to create almost anything we can imagine.”

The power of deep learning:

“Deep learning worked...Humanity discovered an algorithm that could really, truly learn any distribution of data… the more compute and data available, the better it gets at helping people solve hard problems.”

Making AI accessible:

“If we want to put AI into the hands of as many people as possible, we need to drive down the cost of compute and make it abundant.”

The rabbit hole ��

�� Other productivity news we’re loving

"We recently renegotiated all our terms and conditions with our preferred law firms, and included a clause in our contract that they have to pass on savings they generate from generative AI." Sandrine Auffret, Chief Legal Counsel ASML

James Cameron joins Stability AI to bring his creative expertise to the board of directors, as discussed in thisannouncement , signalling a merging of AI and entertainment innovation.

In How You Become Irreplaceable In The Age Of AI , Bernard Marr explores strategies for remaining relevant in a world where AI is transforming industries and job roles.

A breakthrough in AI accuracy may signal The End of AI Hallucinations , providing data engineers with more reliable outputs and reducing misinformation in AI-generated content.

Events

Beyond the Buzz: AI Meets the Real Estate Industry

Date: 30th October 2024

Time: 3:30 PM GMT

Join this insightful webinar, Beyond the Buzz: AI Meets the Real Estate Industry, where leading experts from property, finance, and technology will cut through the AI hype to reveal its practical applications. Featuring industry leaders like Daniel Fenton (Head of AI Platform, JLL), Paul O’Riordan (VP, Sage), Teana Baker-Taylor (COO, VeniceAI), and moderated by Sam Caulton (CFO, Re-Leased), this event will explore how AI can boost team productivity, transform property management, and improve tenant experiences.

Perfect for landlords, investors, property managers, finance teams, and anyone interested in AI's role in commercial real estate, this webinar will provide valuable insights on leveraging AI for growth, security, and innovation.

Project Flux Podcast

Podcast of the Week: Culture Eats Strategy for Breakfast, and AI for Lunch?

This week, business and performance coach Philip Crocker discusses the critical role of human connection in workplace performance, the evolution of OKRs in the AI era, and AI’s limitations in leadership and meta-cognition. Explore how human strengths complement AI’s role in modern business.

https://www.buzzsprout.com/2346327/episodes/15819465?utm_source=projectflux.beehiiv.com&utm_medium=referral&utm_campaign=unlock-ai-s-hidden-power-meta-s-shocking-move-the-collapse-that-changes-everything

One More Thing

Zuckerberg's Bold Bet: The Endless Rise of AI Systems

Mark Zuckerberg says he is betting that the limit of scaling AI systems "is not going to happen any time soon", as Llama 4 will train on 100,000+ GPUs and Llama 5 even more than that
by u/Gothsim10 in singularity

Meet Project Flux: About Us

What People Say…

Nicki Kons, risk and project management expert

Google Careers in Phoenix 🌵, Master Activity Names 🎯 & Scheduling Metrics

Mon, 30 Sep 2024 14:01:12 GMT

The day after perfect is what separates finishers from starters.

Jon Acuff, Finish: Give Yourself the Gift of Done

What have you been talking about or considering, but haven't done?

Improve the schedule submission process
Implement scheduling KPIs
Master Primavera P6
Create a standard schedule review process
Integrating risk management into scheduling

What's holding you back?

The perfect moment will never come.

There is always an excuse for not working on an idea.

But there is only one reason to work on it.

The reason will be that the idea is worth pursuing.

It can solve a problem or create something beneficial.

The effort is well worth it.

Even if you fail, you will learn.

Don't let another week slip away.

Start.

Create Excellent Process

Copy and paste this prompt into ChatGPT , Gemini or Claude .

Act as a seasoned Construction Scheduler skilled in Primavera P6 Professional. Your task is to take an existing list of Activity Names and improve them by applying best practices for clarity and conciseness. You will focus on using the Verb-Noun technique, shortening descriptions while keeping them meaningful, and ensuring that each name reflects a narrow scope for more accurate progress tracking. Use the below guide

1. Start with an Action Word (Verb) Object

Use Relevant Verbs:
Construction Activities: Install, Construct, Place, Fabricate, Form, Pour
Engineering Activities: Develop, Issue, Incorporate, Review, Approve
Examples:
Install Lower Base Slab
Develop Mechanical Data Sheet

2. Specify the Object

Clearly Define What is Being Acted Upon:
Be Specific: Detail the component or deliverable involved.
Examples:
Install HVAC Ductwork
Issue Piping Isometrics

3. Include Specific Location or System

Add Location Details:
Construction: Direction (North, South), column references, room numbers, floor levels.
Engineering: System names, drawing numbers, purchase order numbers.
Examples:
Install HVAC Ductwork – Level 2, Zone B
Issue RFQ (PO #1234) – Horizontal Pump

4. Follow a Standard Naming Convention

Consistent Structure:
Format: [Verb] [Object] – [Specific Location/System]
Examples:
Place Concrete – East Abutment – Stage 1 Rt. 66
Form, Rebar, Pour – Foundation Wall – Section A

5. Be Descriptive and Detailed

Provide Sufficient Detail:
Self-Contained Names: Each activity name should stand alone without additional context.
Examples:
Instead of "FREP lwr fndn concrete", write "Form, Rebar, Embed & Place Lower Foundation Concrete – Area A"

6. Minimize the Use of Abbreviations

Avoid Unnecessary Abbreviations:
Clarity Over Brevity: Spell out words unless space is limited.
Examples:
Use "Review & Approve" instead of "R&A"
Use "Stage 1" instead of "S1"

7. Maintain Uniformity Across the Schedule

Standardize Activity Names:
Consistency: Use the same terms and formats throughout.
Examples:
Always use "Install" rather than alternating with "Set Up" or "Put In Place"
Stick to one format like "Form, Rebar, Pour" instead of varying with "F-R-P"

8. Avoid Using All Capital Letters

Enhance Readability:
Proper Case: Use sentence case or title case.
Example:
Write "Install Steel Beams – Level 3" instead of "INSTALL STEEL BEAMS – LEVEL 3"

9. Ensure Activity Names are Unique

Differentiate Each Activity:
Combine Details: Use specific locations or identifiers.
Example:
Install Lighting Fixtures – Room 201 vs. Install Lighting Fixtures – Room 202

10. Assume No Code Grouping or Sorting

Self-Explanatory Names:
Independent Activities: Names should make sense without WBS codes or grouping headers.
Reasoning:
Facilitates understanding when activities are viewed out of context.

11. Minimize Length Without Losing Clarity

Balance Detail and Brevity:
Avoid Overly Long Names: Keep names concise but informative.
Tips:
Remove unnecessary words.
Use well-known abbreviations if space is limited.

12. Examples of Well-Crafted Activity Names

Construct Retaining Wall – West Side, Section 3
Develop Electrical Schematics – Power Distribution System
Review and Approve Structural Drawings – Building A
Place Concrete – Foundation Slab – Grid Lines 1-5

13. Communicate Naming Standards to the Team

Team Alignment:
Share Guidelines: Ensure all planners use the established naming conventions.
Benefits:
Enhances collaboration.
Maintains schedule integrity.

14. Regularly Review Activity Names

Quality Control:
Periodic Checks: Review the schedule to ensure compliance with naming standards.
Adjust as Needed:
Update activity names that do not meet the guidelines.

Program Manager Cost, Scheduling, Control

Company - Google
Location - Phoenix, Arizona

Sr Program Planning & Control

Company - Blue Origin
Location - Seattle, WA

Principal / Sr. Principal Program Cost and Schedule Analyst

Company - Northrop Grunman
Location - Northridge, California

We have no connection to these jobs or companies. Our goal is simply to help you land the job of your dreams.

This week’s episode we dive into metrics. Watch or Listen on Spotify , Apple , Podcasts or Youtube .

Thank you for reading.

Check out Micah , Greg and Beyond Deadlines on LinkedIn.

Subscribe to our YouTube Channel.

Listen to the podcast on Spotify or Apple Podcasts . Visit our website .

Don’t ever hesitate to replay to this email if you are need of help!

See you next week,

Culture eats strategy for breakfast, and AI for lunch?

Thu, 26 Sep 2024 07:56:23 GMT

Proudly sponsored by ConstructAI, brought to you by Weston Analytics

Culture eats strategy for breakfast, and AI for lunch?

Does human connectivity impact workplace performance? and how does this dynamic respond to business coaching in the age of AI?

This week we’re joined by Philip Crocker, expert in business and performance coaching, to discuss:

�� How important human connection is in response to performance coaching

��️ Dark pattern choices by Linkedin AI in how it consumes your data

�� The evolution of OKR’s within the AI age and where it fits

��️ Human strengths and AI’s limitations in meta-cognition and meta-learning

�� New features in free AI powered talk-to-your-documents tech by Google

Culture eats strategy for breakfast, and AI for lunch? - Project Flux

Does human connectivity impact workplace performance? and how does this dynamic respond to business coaching in the age of AI?This week we’re joined by Philip Crocker, expert in business and performance coaching, to discuss:�� How important human c...

www.buzzsprout.com/2346327/episodes/15819465

Guest Speaker Profile:

Philip Crocker is dedicated to helping professionals build a thriving and successful work-life by focusing on what truly matters—achieving goals through effective collaboration.

As a specialist in Coaching and OKR Development , Philip - former coach at McKinsey, aims to help individuals, teams, and organisations clearly define their desired outcomes. He and his team then create a safe, deeply inclusive space where everyone can explore these goals together and co-learn along the way.

By understanding where you are now and where you want to go, they guide you in co-creating a personalised plan to achieve meaningful progress.

Philip’s Linkedin: https://www.linkedin.com/in/philipcrocker/

Website: https://philipcrocker.com/

Takeaways

OKRs stand on the shoulders of good management practices.
The success of OKRs relies on effective communication and connection.
AI can augment but not replace human intuition and understanding.
Confidentiality is crucial when integrating AI into organisational processes.
The human element is essential in interpreting data and making decisions.
Mentorship plays a vital role in guiding new professionals.
Learning is a continuous process that extends beyond formal education.
AI should be seen as a tool to enhance productivity, not a threat.
Organisational culture significantly impacts the implementation of OKRs.
Effective leadership requires awareness of one's ego and biases.

Chapters

00:00 Introduction and the Weekly Pulse with Rithwik

22:54 The Evolution and Future of OKRs with Phil

26:23 AI's Role in Consulting and Coaching

30:04 The Human Element in OKRs

35:37 Navigating Leadership and AI

41:31 The Importance of Connection and Mentorship

47:05 Concluding Thoughts on AI and Human Interaction

Meet Project Flux: About Us

What People Say…

Nicki Kons, risk and project management expert

We Got Jobs to Become a Manager, Progress and Comparing Two Sheets

Tue, 24 Sep 2024 14:17:27 GMT

In partnership with

1440

What does our motivation depend on?

Mostly, on making consistent progress.

We can endure quite a bit of stress and frustration in the short term if we know it’s leading somewhere.

Tiago Forte, The PARA Method

Identify your project's minimum acceptable productivity level—the point below which delays become inevitable.

This can be done in a variety of fashions.

Simple - comparing planned activity starts and finishes to actual activity starts and finishes.

Complex - Planned vs Actual quantity installs that include labor expended.

Start tracking this metric immediately. If productivity dips below this threshold, escalate the issue to keep the project on track.

Compare two different spreadsheets.

Copy and paste this prompt into ChatGPT, Gemini or Claude.

Act as an experienced Data Analyst proficient in Excel VBA scripting. Create a VBA script that compares a set of lines in one Excel workbook to another workbook, identifying any discrepancies between them.

The script should check for differences in specific columns and highlight any unmatched rows, based on a past example of a successful comparison script that flagged discrepancies for review.

Format the script with clear comments for each section and provide concise instructions on how to run it. Use a professional and instructional tone. Before you begin, ask me 3 questions to help improve your answer.

Scheduling Manager

Company - Dragados
Location - Honolulu, Hawaii

Scheduling Manager (North Central Region)

Location - Turner
Location - North Central United States

Senior Planning and Scheduling Manager

Company - Mortenson
Location - Minneapolis, Minnesota

We have no connection to these jobs or companies. Our goal is simply to help you land the job of your dreams.

All your news. None of the bias.

Be the smartest person in the room by reading 1440! Dive into 1440, where 3.5 million readers find their daily, fact-based news fix. We navigate through 100+ sources to deliver a comprehensive roundup from every corner of the internet – politics, global events, business, and culture, all in a quick, 5-minute newsletter. It's completely free and devoid of bias or political influence, ensuring you get the facts straight.

Subscribe to 1440 today.

This week’s episode we dive into metrics. Watch or Listen on Spotify , Apple , Podcasts or Youtube .

Thank you for reading.

Check out Micah , Greg and Beyond Deadlines on LinkedIn.

Subscribe to our YouTube Channel.

Listen to the podcast on Spotify or Apple Podcasts . Visit our website .

Don’t ever hesitate to replay to this email if you are need of help!

See you next week,

Is it time to consider working for an SME?

Mon, 16 Sep 2024 15:42:47 GMT

The project controls landscape is constantly changing which gives professionals diverse opportunities to shape their careers. Whether it’s working directly on the UK’s largest projects, navigating around the world of IR35, or embracing the newest trend and joining a Small and Medium-sized Enterprise (SME).

In the current climate, there’s a compelling case for why venturing into an SME could be particularly rewarding compared to the other options. Let’s explore the pros and cons of each to understand why SMEs are currently an attractive proposition.

The Advantages SMEs can provide

Working for an SME allows you to work in close-knit team and offer a more intimate work setting, fostering stronger relationships and a sense of community. This environment can lead to more comprehensive learning opportunities as employees often wear multiple hats, gaining exposure to various aspects of projects.

Your contributions are more visible to the leadership team. This visibility can lead to quicker recognition of your efforts, potentially accelerating career progression and personal development opportunities. SMEs are renowned for their flexibility and agility, adapting quickly to market changes or project requirements. This dynamic environment can offer more creative and innovative working methods, providing a stimulating challenge for project control professionals.

We spoke to Vikki Rooney, a Planning Director at Movar, who has been on an incredible journey since joining Movar early in 2023.

Having spent a considerable portion of my professional life in the corporate landscape, I understand the challenge of feeling like a number rather than a person. Since making the move to Movar, I’ve had the chance to experience the unique qualities that set smaller enterprises apart. The close-knit team culture at Movar goes beyond the conventional workplace relationships. It feels more like a tight-knit community, adding a sense of genuine connection to the day-to-day work experience. In contrast to the rigid structures of larger corporations, there are more opportunities to engage in various aspects of the business, which not only broadens your horizons but it keeps things fresh and interesting.

Another great aspect of working for an SME is that your voice tends to carry more weight, so you can actually make a difference in shaping the direction the company moves in. Recognition for your hard work is not a rarity – whether it’s a shout-out in a meeting or a simple pat on the back, your efforts are appreciated. While SMEs may not flaunt the flashy perks of larger corporations, the sense of community, the chance to make a real impact, and the flexibility they offer make it a worthwhile trade-off.

Large Consultancies

It is also important to consider why a Larger company may be advantageous to you. SMEs may not have the same resources as larger organizations, including access to cutting-edge tools and technologies, which can sometimes limit the scope of projects.

Additionally, larger companies may offer opportunities on a larger range of projects. More established companies have more influence over more projects so can offer a bigger range of opportunities. Given their size, SMEs can face greater financial instability, especially in turbulent economic times. This risk can affect job security and project continuity.

In conclusion, depending on what stage you are in your career an SME could be advantageous to you. It gives you opportunities to get involved in a company’s journey and growth which can be hugely financially and personally rewarding.

Top 20 Reasons Construction Projects Experience Cost Overrun

Mon, 16 Sep 2024 15:41:22 GMT

Why do so many construction projects have cost overrun by as much as 10% to more than 100%?

How can cost overrun be rectified?

This continuing cost overrun situations costs industry million dollars each year and wastes valuable engineering /construction labor resources.

Construction cost overruns are an everyday happening on mid-sized & large multi-million dollar EPC projects around the world. Studies on this subject would indicate that as many as 6 out of 10 major construction projects fail to meet their established cost & schedule goals!

Why do cost overruns occur?

In this blog post, I will endeavor to list out the causes & possible ways the cost overrun can be corrected. My focus on this article is on Industrial – Process CAPEX / EPC related projects valued up to one or more billion-dollar. However, it also is pertinent to Infrastructure type projects.

For the last 30 years, I have been a Senior Construction Manager & Chief Estimator with both Owners & Contractors involved with 100’s of mid-sized & large EPC related Process, Industrial, Infrastructure & Pharmaceutical Projects in the USA & around the world. I have been involved with a lot of successes, however, I have seen some failures on these types of EPC projects. I frequently get asked my opinion on the topic of cost overrun. Following is my observations & comments on this important topic.

The top 20 reasons why so many construction projects overrun their budgets are:

1. SCOPE ISSUES

The Scope of Work (SOW) is all of the work that is to be completed to execute the project. Any work items that are missed or ambiguous / unclearly described and defined will many times have a negative impact on the final estimated cost.

Scope creep/growth during the early stages of the project must be priced out & included in the cost estimate.

2. ESTIMATING METHODS & APPROACH

An incorrect or flawed cost estimate that is based on incorrect quantities, bulk material unit costs, labor rates, major equipment costs, construction equipment / in-directs, and labor productivity expectations can have a serious cost impact on the final cost estimate. This issue can lead to an unreliable schedule & increase the risk of an estimate/ cost overrun.

The cost estimated should be prepared or at least reviewed and validated by an experienced cost estimator who is cognizant of the SOW. Not everyone is skilled in estimating labor, materials, in-directs, future escalation, and host of other items that need to be part of the final cost estimate. It is important that an experienced estimator be involved with the estimating effort.

Many times not enough time is allocated to QA / QC & reviewing the final estimate and making sure the estimated cost values align with the scope of work descriptions.

A benchmark evaluation comparing the current estimate with historical values could be beneficial in conditioning the final estimated cost.

Many times, the cost estimate is compiled with an attitude of arriving at the lowest cost. This can sometimes be detrimental to the final estimated cost.

The estimate should describe in detail the engineering deliverables /drawings c/w drawing numbers, revisions, sketches, SOW documents, inclusions, assumptions, exclusions, and estimating assumptions, currency exchange rates, US and International inflation rates that were utilized & import duties/taxes that the estimate is based on.

3. OPTIMISTIC ESCALATION / INFLATION / CURRENCY EXCHANGE RATE ESTIMATES

Many times the estimate is compiled utilizing the most optimistic escalation rates. Major projects that are in the field for 2, 3 or 4 years are particularly susceptible to increased costs related to labor, bulk & engineered materials & in-directs.

Many early/front end cost estimates tend to be over-optimistic, that unfortunately can lead to an underfunded cost estimate.

4. LACK OF EPC STRATEGY

The absence of a detailed Engineering, Procurement Construction (EPC) & handover execution strategy/plan many times can result in a cost overrun.

Is the project going to be stick built or modularized? Is the labor cost based on Union or Open Shop labor? Can the field in-directs be reduced if a high percentage of modularization is utilized?

The cost estimates need to reflect the planned EPC approach.

5. EARLY ESTIMATES / FEED STUDIES / CONCEPTUAL ESTIMATES

Early Cost Studies, Conceptual Designs & FEED studies many times are completed by individuals or teams that have a vested interest in the future project moving forward. This predisposition can impact the estimated cost.

Conceptual & early estimates many times have an optimistic bias built into them; the estimate is many times based on a best-case outcome that has in some cases overlooks some of the technical & logistical risks & challenges associated with the project.

6. INSUFFICIENT EARLY / FRONT END PLANNING (FEP)

Front End Planning (FEP) is the key to success in any major industrial project. FEP can mitigate possible future cost & schedule failures.

When the project scope of work is defined and agreed, the next step is to develop various work packages and decide if the work is to be performed on a direct hire basis or are specialist sub-contractors to be used.

If specialist sub-contractors to be used, make a list of qualified sub-contractors and review their qualifications and experience. Selecting and removing a non-performing sub-contractor from the site can lead to significant cost overruns and delays.

7. SCOPE CHANGES / LATE DESIGN CHANGES

Scope modification and design changes can significantly impact early received quotes related to major equipment & engineered materials (i.e. tagged items);Engineering/sizing changes to major equipment, that increases the cost of major equipment items and increases the flow rates, pumps, and piping sizes.

Late engineering/design, procurement, and scope modifications many times give rise to in additional manpower requirements, inflated construction re-work, out of sequence activities & additional field in-directs.

8. OVER-OPTIMISTIC SCHEDULES

Unrealistic, flawed and over-optimistic EPC execution schedule based on manpower from a flawed cost estimate is another factor that contributes to cost overruns.

An EPC project schedule fails to consider end date slippages related to major equipment delivery, accidents, re-work, major change orders, possible extreme weather, such as snow, cold temperatures, rain or extreme heat. These situations & conditions will impact field productivity & delay handover of the project to the operations group.

9. ABSENCE OF RISK MANAGEMENT SYSTEMS

Project risk items not thoroughly evaluated, priced out and included in the estimate would result in a cost overrun.

The estimating/tender team and individuals familiar with “Risk Management” are required to list out risk-related events and situations that could go amiss on the future project.

When the risks have been identified, the risks can be evaluated, priced out and included within the estimate.

10. INEXPERIENCED PROJECT & CONSTRUCTION MANAGEMENT

A high percentage of major projects & their budgets (estimates) get into trouble because the inexperienced/unproven Project & Construction Managers are managing the EPC effort.

To successfully execute one of these multimillion-dollar major complex industrial projects, the Project & Construction Managers should have at least 10 years direct experience in managing, estimating, procuring, scheduling & controlling these types of projects.

Owners/operators many times make the fatal mistake of choosing “MBA / Financial” type individuals, with little or no knowledge of EPC activities to look after their interests.

The disturbing fact is that these individual don’t have the knowledge or experience to recognize the cost overrun, schedule delays, productivity trends, and other issues that add costs to the project and cause delays that lead to extending the field in-directs.

If Owners/Operating companies don’t have the insight to utilize experienced Project & Construction Managers, described above then cost overruns on major industrial projects will continue.

11. LACK OF PROJECT ORGANIZATION / ROLES & RESPONSIBILITY

Many of these multimillion-dollar major complex industrial projects lack organization charts and reporting lines; Project Management / Project Control job descriptions, roles & responsibilities, and manpower loaded spreadsheets indicating start & finish dates that the Project / Construction team will be mobilized & de-mobilized from the project.

Failure to produce these documents can lead to individuals being on the project longer than required, resulting in potential cost overrun.

Another issue is that new Engineering/Construction Management employees are not given initial on boarding information on project issues / procedures, that leads to these individuals spinning their wheels for the first 2 or 4 weeks of their assignment.

12. FAILURE and LACK OF COST CONTROL

No real proactive cost engineering / project cost control would lead to a cost overrun.

The cost control many times does an “accounting” effort, compiled after the work has been completed. Lack of project control/cost control tools and procedures, together with limited proactive follow up to schedule slippage, and low field productivity will many times set the stage for cost overruns.

13. INADEQUATE CONTINGENCY / ESTIMATE ACCURACY

Unrealistic and inadequate contingency/management reserve funds contained in the final approved project estimate is another contributing factor to cost overrun.

No Monte Carlo/Range Estimating evaluations have been applied. Many Owners complain if they see 5% or 10% added to the estimate. However, in reality, with only 20% or 30% of the detailed design completed the contingency should be 15% or 20% or possibly more to protect the estimates bottom line.

14. CONSTRUCTION MANAGEMENT

The assumption on this issue is the Owner is directly hiring a Construction Management firm to manage the construction effort. This could include procuring between 10 to 30 construction work packages.

Issues to consider to minimize cost overruns are:

Over-manning: Construction Managers are typically paid on a reimbursable or cost per hour for each individual, so the more individuals they have on site the more it costs. Many times if a Construction Manager is calling for 25 site staff, the reality is that the project may only require 17 site staff.
High fees are another issue to be cognizant of.
The Construction Manager should provide a manpower loading chart, indicating job description / individual’s role, together with start & finish date.
Limited optimization of plant hire/construction equipment. Construction equipment should be removed from the site when not being utilized or at least off-hire.
Failure to optimize laydown areas, marshaling areas, construction worker parking, changing rooms / toilets / lunch areas.

All of these issues if not adequately executed can lead to poor work performance / productivity and could result in cost overruns.

15. POOR COMMUNICATIONS

Poor or limited communications between all of the EPC team members is another factor that leads to cost overruns. This includes communicating the construction field force on the projects current status, schedule, milestones to be met, current & future challenges, and the crucial activities that need to be accomplished in the near term to meet both budget & schedule goals.

Transparent and clear-cut communications are vital, or missteps will result in that lead to cost overruns.

16. OVERCOMPLEX SPECIFICATIONS / EPC PROCEDURES

EPC procedures & reporting systems such as RACI matrix type tools and the like that are not fully understood or correctly utilized by the EPC team, can lead to man-hour and budget overruns. Many of these systems do not add value to the project and can indirectly result in cost overruns.

17. LOW CONSTRUCTION PRODUCTIVITY

Low construction productivity can lead to significant cost overruns. Field productivity should be measured on a regular basis and steps should be made on an ongoing basis to maximize worker productivity.

Issues such as busing the workers to their work area, materials and construction equipment should be readily accessible. Toilets & change rooms should be available, keeping the field force appraised of the project’s status.

Other issues that can impact cost are high field labor turnover & poor field supervision.

18. POOR CONSTRUCTION CONTRACTS

Confrontational contracting methods and ill-defined construction contracts that lack a detailed list / schedule of rates for change orders and late payments to sub-contractors can lead to claims and cost overruns.

19. LACK OF COMMISSIONING / START UP PLAN

The absence of the commissioning plan/hand over sequence to the End User is a difficult scope to estimate at the early stages of a project. Historical benchmarks can assist in ensuring a cost overrun does not occur.

20. FIELD MOBILIZATION

Going to the field too quickly with incomplete construction information / AFC drawings can lead to longer General Condition’s durations & potential cost overruns.

The above are some of the main issues leading to cost overruns. In the next article, I will discuss possible solutions to overcome these challenges.

What additional comments or issues you believe are relevant to this article? Please share below.

By The Project Controls Academy

Show me the money in scheduling!

Mon, 16 Sep 2024 15:34:24 GMT

The Question

Suppose you are mentoring a Junior Scheduler who wants to earn $200K a year. What would you do to make this person’s dream a reality?

Key Takeaways

Creating a Strategic Pathway: The One-Two-Four Plan Micah emphasizes the importance of creating a career progression plan. The plan should be broken down into manageable timeframes: one year, two and a half years, and four years. The junior scheduler should have specific goals and actions for each phase. Using this approach not only provides clarity, but it also enables tracking progress and making adjustments as needed.

Serendipitous Skills: The Power of Complementary Expertise Highlighting the value of unique and serendipitous skills, Micah encourages junior schedulers to acquire programming skills, such as SQL, Power BI, Tableau, or even more advanced languages like Python. A scheduler’s ability to work with large data sets and perform advanced analytics can greatly enhance their impact. In the job market, it is important to have skills that set you apart from the crowd.

Performance in Interviews: The Art of Effective Communication Mastering interview performance is crucial. Micah emphasizes the importance of articulating your expertise and experience effectively in addition to having strong technical skills. He recommends practicing responses to common scheduling interview questions and conducting mock interviews with peers or mentors. Rehearsing your responses can greatly improve your chances of landing high-paying jobs during the interview.

How to Onboard Your Latest Project Controls Hire

chirag.shah@paceglobal.org (Chirag Shah) — Mon, 16 Sep 2024 15:33:09 GMT

Effective onboarding is crucial for integrating new hires into any organisation, and this holds particularly true for project controls professionals. These individuals are pivotal in ensuring that projects run smoothly, on time, and within budget. A comprehensive onboarding process not only helps new hires settle in quickly but also boosts their productivity and morale. Here are some essential steps to successfully onboard your latest project controls hire.

1. Pre-boarding Preparation

a. Welcome Package: Before your new hire’s first day, send them a welcome package. This could include company swag, an overview of the company culture, and essential information such as their work schedule, dress code, and parking details. Including a personal welcome note from their manager can make them feel valued from the start.

b. Set Up Their Workspace: Ensure that their workspace is ready with all necessary equipment, such as a computer, software licences, and access to relevant systems and tools. A well-prepared workspace shows that you’re organised and considerate of their needs.

2. First Day Essentials

a. Warm Welcome: Greet them warmly on their first day. Introduce them to their team members and give them a tour of the office. This helps them get familiar with the environment and reduces first-day jitters.

b. Initial Orientation: Provide an orientation session that covers the company’s history, mission, values, and organisational structure. Explain how the project controls team fits into the bigger picture. This session should also cover basic administrative tasks like setting up email, accessing the company intranet, and understanding the organisational chart.

3. Role-Specific Training

a. Detailed Job Description: Ensure the new hire understands their job responsibilities clearly. Go through their job description in detail and explain the expectations for their role. Discuss the key projects they will be involved in and the specific outcomes you expect from them.

b. Software and Tools Training: Provide comprehensive training on the software and tools they will be using. This might include project management software, data analysis tools, and reporting systems. Arrange for them to meet with IT support to troubleshoot any technical issues they might encounter.

4. Mentorship and Support

a. Assign a Mentor: Pair your new hire with a mentor who can provide guidance and answer any questions they might have. The mentor should be someone experienced in the project controls field and familiar with the company’s processes.

b. Regular Check-ins: Schedule regular check-ins during the first few weeks and months. These meetings are opportunities to provide feedback, address concerns, and ensure the new hire is settling in well. Encourage open communication and be receptive to their feedback as well.

5. Integration into the Team

a. Team-building Activities: Organise team-building activities to help your new hire bond with their colleagues. This could be anything from informal team lunches to structured team-building exercises. Building strong relationships within the team can significantly enhance collaboration and productivity.

b. Inclusion in Projects: Involve your new hire in team projects early on. This gives them a sense of contribution and helps them understand the team dynamics and workflow. Start with smaller tasks and gradually increase their responsibilities as they become more comfortable.

6. Ongoing Development and Growth

a. Continuous Learning: Encourage your new hire to engage in continuous learning and professional development. This could be through attending industry conferences, participating in webinars, or pursuing relevant certifications. Providing opportunities for growth shows that you’re invested in their career development.

b. Performance Reviews: Conduct regular performance reviews to assess their progress and provide constructive feedback. Use these reviews to set goals and outline a clear path for career advancement within the organisation.

7. Cultivating a Positive Work Culture

a. Open Communication: Promote a culture of open communication where employees feel comfortable sharing their ideas and concerns. Regularly solicit feedback from your team and be proactive in addressing any issues.

b. Recognition and Appreciation: Recognise and appreciate the hard work and contributions of your new hire. Acknowledging their efforts, whether through verbal praise, awards, or other incentives, can significantly boost morale and motivation.

8. Evaluation of the Onboarding Process

a. Gather Feedback: After the initial onboarding period, gather feedback from your new hire about their onboarding experience. Ask what worked well and what could be improved. Use this feedback to refine and enhance your onboarding process for future hires.

b. Continuous Improvement: Onboarding is an evolving process. Regularly review and update your onboarding procedures to ensure they remain effective and relevant. Staying responsive to changes in the industry and within your organisation will help you maintain a robust onboarding process.

Conclusion

A well-structured onboarding process is essential for integrating new project controls hires into your organisation. By preparing thoroughly, offering comprehensive training, fostering a supportive environment, and encouraging continuous development, you can ensure that your new hire becomes a valuable and productive member of your team. Investing time and resources in effective onboarding will pay off in the form of increased employee satisfaction, retention, and overall project success.

Top Skills to look for when hiring Project Controls candidates

Mon, 16 Sep 2024 15:27:41 GMT

When hiring project controls candidates, selecting individuals with the right mix of skills is essential for the successful execution of projects. Project controls play a vital role in managing costs, schedules, risks, and resources. Candidates in this field must possess a combination of technical expertise, analytical skills, and interpersonal abilities. Here are the top skills to look for in project controls candidates:

1. Technical Proficiency

Technical proficiency is at the heart of project controls. Candidates should be adept with various software tools and systems used for project management, scheduling, and cost control. Key technical skills include:

Proficiency in Software Tools : Familiarity with industry-standard software like Primavera P6, Microsoft Project, and Asta Powerproject is essential. These tools are critical for planning, scheduling, and tracking project progress.
Data Analysis and Reporting : Candidates should be capable of analysing complex data sets and generating insightful reports. Experience with data analysis tools such as Excel, Power BI, and Tableau is advantageous for visualising project performance and trends.
Understanding of Project Management Methodologies : Knowledge of methodologies such as Agile, Waterfall, and Lean can enhance a candidate’s ability to adapt project controls processes to different project environments.

2. Financial Acumen

A strong understanding of financial principles is crucial for effective project controls. Candidates should possess skills in:

Budgeting and Cost Management : The ability to develop, monitor, and control project budgets is essential. Candidates should be skilled in forecasting costs, analysing variances, and implementing corrective actions.
Financial Modelling and Forecasting : Experience in financial modelling allows candidates to predict project outcomes and make informed decisions. This includes proficiency in cash flow analysis and understanding key financial metrics such as ROI and NPV.
Risk Management : Candidates should be able to identify, assess, and mitigate financial risks that could impact project success. This involves understanding risk management frameworks and implementing risk response strategies.

3. Communication Skills

Effective communication is vital in project controls, as candidates need to interact with various stakeholders, including project managers, team members, and clients. Essential communication skills include:

Clear and Concise Reporting : The ability to present complex information in a clear and concise manner is crucial. Candidates should be skilled in creating reports and presentations that effectively communicate project status and performance.
Stakeholder Engagement : Building strong relationships with stakeholders is essential for project success. Candidates should demonstrate the ability to listen actively, understand stakeholder needs, and address concerns effectively.
Negotiation and Conflict Resolution : The capacity to negotiate and resolve conflicts is important for maintaining positive working relationships and ensuring project objectives are met.

4. Problem-Solving and Critical Thinking

Project controls professionals often encounter challenges that require innovative solutions. Candidates should possess strong problem-solving and critical thinking skills, including:

Analytical Thinking : The ability to analyse complex problems, identify root causes, and develop effective solutions is crucial. Candidates should be comfortable working with large data sets and using analytical tools to drive decision-making.
Creativity and Innovation : The capacity to think outside the box and develop creative solutions is valuable for overcoming project challenges and improving processes.
Attention to Detail : A keen eye for detail is essential for identifying potential issues and ensuring project data accuracy and integrity.

5. Leadership and Teamwork

Leadership and teamwork skills are essential for project controls candidates, as they often work in dynamic environments that require collaboration and coordination. Key skills include:

Team Collaboration : The ability to work effectively within a team is crucial for achieving project goals. Candidates should demonstrate a collaborative mindset and a willingness to support team members.
Leadership and Decision-Making : Candidates should possess leadership qualities that enable them to guide teams, make informed decisions, and drive project success.
Adaptability and Resilience : The capacity to adapt to changing circumstances and remain resilient in the face of challenges is vital for navigating the complexities of project environments.

6. Industry Knowledge and Experience

In addition to technical skills, candidates should have a strong understanding of the industry in which they operate. This includes:

Industry-Specific Knowledge : Familiarity with industry standards, regulations, and best practices is important for ensuring compliance and optimising project performance.
Experience in Relevant Sectors : Candidates with experience in sectors such as construction, engineering, or IT are often better equipped to handle the specific challenges and requirements of those industries.
Continuous Learning and Professional Development : A commitment to ongoing learning and professional development is essential for staying current with industry trends and advancements in project controls methodologies and tools.

Conclusion

Selecting the right project controls candidates requires a comprehensive understanding of the skills that contribute to project success. Technical proficiency, financial acumen, communication skills, problem-solving abilities, leadership, and industry knowledge are all critical components to consider. By focusing on these skills, organisations can build strong project controls teams that drive efficient and successful project delivery. This approach not only enhances project outcomes but also contributes to the long-term growth and competitiveness of the organisation.

Automate in 4 Easy Steps: The Ultimate Guide to Transforming Your Tasks

Thu, 25 Apr 2024 12:50:50 GMT

Plus step by step prompts to help you get started!

In partnership with

Delivering automation is one superpower that can upskill your career.

Construction has so many processes, tasks, and workflows that could be automated to some extent or fully.

Weekly data being entered into spreadsheets.
Monthly progress in the exact same format but different numbers.
Verification of change of one spreadsheet to the next.
Downloading data from one piece of software to upload it to another piece of software.

I guarantee you can come up with at least ten things you do at work that could either be partially or fully automated if you sat down and thought about it for a couple minutes.

But where do you start?

I put a guide together to help you out.

And yes, there are several prompts that you can use to help you on your way.

In the guide I walk you through;

Identifying the right tasks
Evolving tasks into processes
Transforming processes into systems
Upgrading systems into automation

Each section includes one prompt that I worked extremely hard on to help expedite your learning and improve you capability.

Check this one out below.

Identifying Task Prompt

Act as an Operations Manager focused on automation integration. Your task is to evaluate project management tasks, such as updating progress, creating reports, and managing payments, to identify prime candidates for automation. Use the guide's framework to assess tasks based on time intensity and value, formatting your response as a structured assessment. List each task with its time consumption and value ranking. Maintain an analytical and forward-thinking tone, emphasizing the benefits of automation. Before you begin, ask me 5 questions to help improve your answer.

Don’t let another work week slip by. Download the guide and start to begin your journey of becoming a construction automation expert.

And if you want to want to explore even more prompts, checkout prompts daily.

My Favorite Newsletter: Stay ahead on the business of AI

Have you heard of Prompts Daily newsletter? I recently came across it and absolutely love it.

AI news, insights, tools and workflows. If you want to keep up with the business of AI, you need to be subscribed to the newsletter (it’s free).

Read by executives from industry-leading companies like Google, Hubspot, Meta, and more.

Want to receive daily intel on the latest in business/AI?

In just ONE click, you can quickly sign up to the free Prompts Daily newsletter.

See you next week,

Micah Piippo

Email micah@planrich.life

Linkedin Profile | Newsletter

Podcast Spotify | Apple | Youtube

YouTube Channel

How to Become a Construction Planner or Scheduler

Tue, 31 Oct 2023 12:31:44 GMT

The step by step process to landing your first job as a Construction Planner and Scheduler

Hello and Welcome,

Welcome to Beyond Deadlines’ course on becoming a skilled construction planner or scheduler! We are thrilled to have you embark on this journey with us. Whether you're just starting your career or transitioning from another field, this course is designed to equip you with the knowledge and skills needed to get into the field of construction planning and scheduling.

Over the next several modules, you'll discover the fundamental principles, techniques, and tools essential to landing that first construction planning or scheduling job as we provide you with valuable insights as you work toward your goals.

Remember, learning is a journey, and we're here to guide you through it. Feel free to reach out if you have any questions or need assistance. Let's get started on this exciting path toward a successful career in construction planning and scheduling!

Best,

Micah Piippo

Founder of Beyond Deadlines

Email micah@planrich.life

Linkedin Profile

Linkedin Newsletter

Email Newsletter

Podcast Spotify | Apple

What We Believe

1. Careers in construction planning and scheduling and planning lead to rich lives

Nearly every construction project requires some sort of plan.

A guide explaining how the thing will be built.

It's unknown to most that planners and schedulers have many high-paying careers.

You can work anywhere in the world on projects that will benefit future generations.

2. This career is accessible to everyone

Don’t have a college degree? No problem.
No experience in construction? No problem.
In construction but looking to transition? No problem.

3. Our goal is to help you realize your dreams

There were few tools and resources available when we were on the rise... so that’s where we come in.

To change that and fill in the gaps, we offer everything you need to get from A to B.

Certificates, degrees, and company vaults shouldn't be the only means of education.

Building a career around the knowledge from this course can help you achieve your goals.

There are thousands of Construction Planners and Schedulers around the world who are thriving in their careers.

We are here to help you unlock the secrets and join them.

Course Overview

And suddenly, you know: It's time to start something new and trust the magic of beginnings.

Meister Eckhart

The goal of this course is to help you land an entry-level position as a Construction Planner or Scheduler.

This may seem audacious at the moment.

However, you probably don't realize how easy this could be.

Demand for planners and schedulers remains red hot, and we’re here to help you capitalize on that.

There are even several career trajectories that can earn you $250K+ per year.

But this requires you to take the first step.

Our team has been scheduling construction projects for a long time at the biggest companies, delivering the craziest of projects.

We've distilled that knowledge and experience into five lessons.

Intro to Scheduling
Three Key Skills
Find Jobs
Land Jobs
First 90 Days

Please note that from now on, I will only use the term Scheduling instead of "Planning and Scheduling". From an entry-level perspective, they are similar.

A Sample Timeline

Every individual is on a different journey. Below is our recommended timeline, but it can be done slower or faster according to your needs. graph

Part 1: Intro to Construction Scheduling

When the destination is invisible, the path feels impossible.

Adam Grant

Part 2: Start with ‘Why’

Why become a construction scheduler?

It’s an important question that needs to be answered.

It’s also a personal question that will be different for everyone.

It will empower you on the journey you are about to take.

When times get tough, it will be your lighthouse to guide the way.

Take a couple of moments and write down your why.

Part 3: The 3 Key Skills

Overview

This module covers the three skills necessary to land an entry-level job in construction scheduling.

You will be applying to entry-level jobs, so full comprehension isn’t required.

However, the deeper your understanding, the better your chances of landing a job are.

Construction

Phases of a Project
The Roles and People
Delivery Methods

Scheduling

Foundations of a Schedule
Different Types of Scheduling
Basic Terms of Scheduling

Software

The Right Tools
Basic Abilities
How to Get Go od

¼ $ MILLION a year for 40 hours a week. You now work in Construction!

Sun, 12 Feb 2023 11:43:33 GMT

Google and Facebook are paying Project Schedulers $250,000 per year for a 9-5 job.

In Australia you will get ¼ $million.

In the UK you will get ¼ $million.

And in the Middle East. Well. You can get half a $million per year.

Normal, go-home-to-your-family-each-day, have weekends off, 9-5 jobs.

All you have to do is subscribe.

Okay, that’s clearly the top. But what about middle and starting salaries? It can’t all be that high.

Let me amaze you.

A good scheduler progressing up earns between $100K - $200K per year, regardless of if they are in Europe, America or Australia.

And the most basic, entry level, I’m-learning-what-a-schedule-is scheduler starts on between $50K-$80K.

Let’s put this in perspective.

In the US the average wage is $54K, and to get into the top 10% you need $173K.

This means that the second you start, you’re earning more than 50% of the population. And when you get to the midpoint you’re in the top 10%.

The same is true in the UK.

The average wage in 2022 was £33K, and to get into the top 10% you need £62K.

In the UK, by the time you are mid-point in the profession you are quickly heading towards being in the top 1% of earners.

How is such a high salary justified?

Two reasons. It’s a rare skill set, and you can make a decision in a day that saves a project millions.

Massive impact + shortage = high wages.

How can a scheduler save millions in a day?

Schedulers are responsible for time on projects, and as we all know time is money.

Let me demonstrate with numbers.

On a $billion project over 4 years, the Director is spending on average $1 million a day (250 working days in a year).

Of that $1M, approximately $200K will be running costs, so for every day you shorten you will instantly save $200K in costs.

And on top of that the project will be delivering something valuable. Getting that valuable thing a day sooner - such as a Data Centre to process data, or a Solar Farm to make electricity - makes money.

And on top of that, doing the project faster reduces risk, and delays, and disruption and litigation, and financing, and … the list goes on.

In fact, it’s pretty easy for each day on a $billion project to be worth more than $1M.

So it’s pretty simple. Figure out a way to do things 1 day faster across 4 years, and you save $1M. That’s paid your $250K salary for all 4 years.

Now do it again and save 2 days, and you’ve made the project money.

Do it a third time and you’re a superstar.

That sounds complicated. I’m guessing you need a PhD to be a Scheduler?

No. You need to have graduated high-school.

A bachelor's degree will help, but it isn’t necessary.

You simply need to be curious, logical, open to learn, polite and dedicated.

You need to ask people questions and figure out with them how to go faster.

It must be hard to get such an amazing job…

No. The world has a complete shortage of good schedulers.

It’s amazing. The problem is that no-one knows about it.

And even people in the profession aren’t totally aware of the opportunities available.

We’re here to change the game

That’s where we come in.

We want the world to know about this amazing profession.

We want more people in it, and we want the Schedulers of today to shoot for the stars.

You see, we’ve done it. All 4 of us are in the top 1% and the only thing left to do is share.

So over the next weeks and months we’re going to be breaking down every skill and move you will need to enter the 1%.

We’ll share with you open jobs, tell you what to expect, teach you the skills, and show you how to rise up the ranks.

All you have to do is subscribe, and follow the instructions!

Once you know how to plan, it’s pretty easy to plan to be rich!

The Plan Rich team

Greg - CEO of a Scheduling Software company

Micah - Schedule Planning Manager for Intel.

Dale - Scheduling Director for PSP Consulting.

Val - Partner at BlueVisions Consulting.

Why Certainty is Bad

Sun, 23 Jan 2022 10:29:36 GMT

Come with me on a journey, if you will, to Perfectville, a wonderful place, where everything goes to plan.

Always, All the time. No exceptions.

Everything goes exactly as you would expect it to, and you know about it in advance. There is no lottery, because gambling and risk don’t exist. They don’t need to. As everything is known in advance, there is no such thing as risk or uncertainty. And as there is no risk, there is no need for any reward.

It really is a truly magical wonderland – weddings never get spoiled by rain, trains always run on time, and you’re never caught out wearing the wrong trousers.

Work is planned. Budgets are planned. Outcomes are planned. Due dates are planned. Crops never get spoiled, accidents never happen and traffic jams are planned not to occur.

All problems are pre-solved. There are no problems that occur inside the window of planning. And as there are no problems that occur, there is no need for problem solvers anymore.

Project Managers.
Finance Managers.
Safety and Health Managers.
Risk Managers.
Project Controls.
Quality Managers.
Leadership.

All are now superfluous and redundant, as there is no longer any need to solve problems that no longer exist.
And as planners typically make up maybe 1 in every 20 people in the workforce, we can successfully let everybody else go, generating massive cost savings for the perfectly planned universe.

Have Certainty, if you want it, but you’ll be polishing up your resume.

Marvellous.
Except for one thing.

Nothing ever goes to plan. Ever. There is no place called Perfectville. Risk is fun and Sketchy is awesome.
Uncertainty is the only rule in the rule book.

Risky rewards activate chemicals in our brain pleasure centres, and solving problems is exciting.
Certainty is bad. Uncertainty is the ducks nuts.

So if nothing will ever go to plan, we have to scrap them the moment we started, and there is only the reality of uncertainty, rather than the fantasy of planning, why do we keep bothering with these pesky planners…

Why Agile is Cobblers

Sat, 13 Nov 2021 10:36:14 GMT

Where I come from we have a turn of phrase: “That’s a load of cobblers”.
I’m sure you can work out what it means.

And using Agile as a holistic business management or project management methodology is a very large steaming pile of it.

The four values are little more than a thinly-veiled zero-sum game of ‘for me to win, you have to lose’.

It is based upon a belief system, not upon hard evidence. And you can not challenge a belief system. Therein lies the ‘Plato Truth Virus’ problem’.

I have a manifesto, and I believe I am Right.
We can not both be Right.
Therefore you must be Wrong.
And because you are Wrong, that supports my belief that I am Right.

The true game changer is not why you value one component over another. That is divisive, separatist and every bit as siloed as the organisational structure it purports to be trying to overcome.
The true game changer is:
Under what conditions can we have both?
How do our processes and tools ENABLE interactions between individuals?
How do you structure your documentation and specifications in a way that ENABLES working software?
How do you structure contractual negotiations in a way that ENABLES customer collaboration?
And suggesting that Responding to change is more important than following a plan strongly suggests that the writer has no concept of what a plan actually is.
The better question is What kind of planning process ENABLES being more responsive to change, and how to evolve your existing system to incorporate this?

These are all win-win outcomes.

None of them require a new ‘industry’ now called Agile Project Management.
They’re simply business problems that require solving with a ‘common goal, common problem, common solution mindset’.

The Twelve principles are nothing more than common sense. A entirely new ‘discipline’ from a so-called methodology that invents a new model of training, knowledge, certification and consultancy income streams is not at all necessary.

You can achieve the successful outcomes you seek with appropriate behavioural choices and practical application of common sense, by continually striving to seek win-win outcomes.

You don’t need a new method to be agile. You can behave agile anytime you like.

It’s a choice, not a method.

Thanks for reading,

Simon White

Blog #30 Stirring the POT

Wed, 06 Oct 2021 10:45:52 GMT

Project Chatter Podcast kindly invited me to bring my blogging hat along for a chat. I will revisit some old episodes ( not you ), and cross-reference themes or comments from more recent guests on the show. Accordingly, this week I want to talk PMO…

House of PMO, put on a show ( #S4E88 )

Project Chatter invited us to peer through the letter box into the House of PMO . We were all invited in. And from the comfort of their living room ~ stationary cupboard, Lindsay and Eileen expertly talked us through what projects look like from within the Project Management Office.

Also included in this blog are revisits to Professor Marco, plus some BG era (before guests) Project Chatter. References:-

#S1E01 , Val and Dale “ The attitude towards PMO “

#S1E02 , Val and Dale “ talkin’ about PMO “

#S1E08 , Val and Dale “ PMO career progress pt 2 of 2 “

#S1E17 , Val “AIPM Presentation ‘Disrupting PMO” (bonus episode)

#S1E18 , Professor Marco Frisenda “ Project Planning and Global PMOs “

#S2E39 , Professor Marco Frisenda “ The Good and the Bad of PMO’s “

The PMO career is a good career

Lindsay and Eileen both masterfully present life from within the PMO arena. A space to see projects and programmes. A place to inform and influence an individual project and/or all projects at corporate (or enterprise) level. As a career, if compared to a Project Manager, the PMO has wider sphere of interest. Or as Eileen succinctly concludes, “it’s a broader role”.

This podcast is a great advertisement for those pondering a career in this increasingly professionally recognised project space. It is a career in its own right. Equally suitable as a platform from which to move into other project and management roles; or a haven for various projects people ready to move on. (see also Val and Dale explore a PMO career #S1E08 ).

Outside, looking in

An early confession: on LinkedIn you will find me regularly question “why is Project Management discussion so focused on PMO“. It is a challenge based upon a perspective others share. My world view is construction. I arrived here via risk, internal control, assurance – insurance and senior debt lending due diligence – and more latterly a recent MSc in Project Management. I am part of the P (project). Advising or liaising with the M (management). Looking over the divide at the O (Office, over there).

It is my forever frustration that the discussions around construction project management becomes immediately filtered by the team colours we each have to wear. At the contractor level, the PMO may be facing the other way on the pitch, communicating at a distance via a contract of design, construction, service, or trade.

My disclaimer therefore: I am not a PMO expert. I am outside, looking in. A tabula rasa. Sitting for a brief moment in the seat at the other side of the table.

What is a PMO?

Val kicks us off by asking for a “baseline”. The true project professional’s first question – define what you mean and from where we are to measure. Eileen offers two key areas of the function of a PMO, citing the P3O school of thought (she being the lead author 2013):

firstly, enable decision-making

secondly, provide project support

Next, how do different PMOs compare?

P3O – portfolio | programme | project Office

PMOs can be operating at different scales. Portfolio, Programme, and Project support office levels. Each P one of the three in P3O (O for Office) categorisations, reflecting the organisational, to programme level, and then down to individual project level.

In addition, there is a fourth. As a centre of excellence to prepare standards to which the whole organisation can work.

In reality this delineation is not quite so easy to recognise in the field, with both localised definitions, role, or separation of this function likely to be blurred.

P3O (plus one)

Portfolio
Programme
Project
[ + Centre of Excellence for group wide standards of control]

Eileen and P3O now gifts me a question. When in dialogue with people who talk in the language of the PMO – what level of PMO interest do you mean?

POO alone or together in a POT

A liberty on my part with the phrasing, but go to 00:09:18, the acronyms were meant and the metaphor is not completely out of context. The lone officer is a Project Office of One POO; then we have a Project Office of Two POT and so on, (i.e., PO1, PO2, …, POn…). Eileen explains that many a PMO will have need to operate through the POO on occasion…and the lone officer role can demand a significant array of task demands from senior places.

To know what you need, know what is intended to be

This is my rephrasing of an important point. It is aimed at those who say I need help; I need information, but without offering any context at all when seeking to set up a PMO.

Professor Marco make these points in the context of project set-up, priorities, need, and delineation between parties [00:10:50 in #S2E39 ]. House of PMO address this same point [00:10:45 #S4E88 ] by asking what is a project vs what is business as usual. Formalising and defining what a project is (and is not) so the support functions or service functions of the PMO (i.e., support to decisions; wider project support) then define the flavour of the PMO in place.

What comes first, PMO, process, or frame?

Don’t ask a PMO if we need a PMO

In #S2E39 Val opines that the PMO is not well placed to address these initial challenges of set-up, preferring to seek assistance from Project Controls. I am minded to agree – at least if the projects are large and outside organisational norms.

PMOs know the best fit

Eileen ( #S4E88 ) thinks the PMO may have the width of knowledge to advise best fit. I agree here too – at least where operating within agreed constraints.

PMOs as a data core

Professor Marco ( #S2E39 ) deems the pre-existing PMO a good place to have gathered the information and perform the analytics that are informing project set-up; need; and appropriate constraints. He also suggests a PMO could influence at a strategic level but that these are necessarily different skills set that most PMO specialists do not have. Val gives detailed examples of how more data and more PMO interest in data are future-focused ( #S1E17 ). The PMO could therefore be more.

I would observe this is akin to the challenge academic literature faces from within its own walls. The challenge of whether Project Management itself is an operational and functional subject, or one that can elevate itself suitably towards the higher tables of strategic thinking.

Why not seek a wider view?

Outside assistance may also help here, particularly if operating out of the norms of the business or the PMO function. Plenty of the podcast guests over the four series of Project Chatter operate in this space. Perspectives coming from many places. Which I am sure you already know, if you regularly tune in.

The bigger question

For me, this is all therefore part of a wider set of concerns we all share. The PMO discussion part of wider challenge of the globalising of information; upskilling to enable its manipulation; modernising how it is gathered, checked, analysed and circulated, and thereafter used. Right now we need to address how to remove the filters we all sit between.

A PMO to who, and within what?

A PMO could be well placed to be such a storage repository, place of analytics, and the distribution hub. The wider discussion of #S2E39 becomes much more focused upon conflicting motivations between the various parties holding such information, and whether this is allowing the wider perspectives beyond each to benefit the project as a whole (see 00:12:00 #S2E39 ). Starting from the set-up and through the procurement stage these conflicts appear early and stay even after cracks start to show. Also refer here to Val’s list of data driven ways PMO could do more ( #S1E17 )

Top-down | bottom-up | middle-out

Another key challenge is leadership. These questions are first answerable at the highest levels of strategic interest – meaning the clarity of vision by leadership ( #S1E13 ; #S2E41 ; #S2E46 ;)- to which Project Controls should themselves also be aligned. Leadership from the top-down, information from the ground-up, but maybe connected from the middle-out ( #S1E21 )

Interfaces everywhere

Val and then Dale each introduce some additional interfaces of note, [00:13:02; 00:17:11, #S4E88 ]. I subcategorise them below and add a few more:-

PMO | Project Controls | Commercial | Finance | Assurance | Leadership | Communications

Internal context is key

How each of these interfaces sit together is necessarily nuanced. Even if your projects are internally focused within an organisation, they are vastly different in context. By example here is a range of intended changes projects may reflect:

organisational change

mergers and acquisitions

restructuring, investment, diversification or divestment (i.e., top line growth, or bottom line cost)

processing, people, location, supply chain refinement, outsourcing, near-shoring, off-shoring

new products, marketing, customer service, research and development

training, reskilling, automating

core service delivery or core service buying

Power and Influence – the culture

All such nuance will require different cooperating parts working together. Company hierarchy, geographical spread, resource centralisation, will all necessarily influence what sits where. The dreaded silos of influence and empire builds within, will also be pulling the invisible strings somewhere. The clarity of mission, the regional autonomy vs centralised dictates, or unwieldly confusion and politics between all. Added together this becomes the aggregation of culture, the greatest influences are not always the lead.

Again therefore – what is a PMO – to you?

00:31:35 Dale asks how do we get the best out of the PMO? To which the split answers between Eileen and Lindsay are: know what you want from the PMO; know how to develop the skills needed by the people. Who can argue with either of these answers? From an internal controls perspective the need for and parameters of; the capability within; and the effective of, a PMO are all closely tied to these two facts. I would argue that the clarity of what this demands is then back to this leadership challenge. Starting with their accountability for ensuring vision and framework of controls are aligned.

Who is therefore feeding or listening to the PMO?

I cross-refer way back to Dale and Val’s first podcast proper ( #S101 ) – a great question – why bother reporting at all? If decisions are already made. If data is not to be believed. When the metrics being reported are little more than touch points or sign-posts without interest in the real story within. What function do these conduits of information exchange actually serve? Leadership directing us toward the culture we create and how we behave ( #S1E13 )

Holistic perspective

That is why the wider context is also key. It informs perspective by presenting others. It avoids the potential for confusion at differing scales of interest. Using the same terms but talking at different levels of interest – psychologist John Verveake terms this modal confusion. For example, I still talk of construction as a project, not a project phase. The tier two and more granular supply chain may have their own contract terms (and their own agenda) defining their project. Indeed if you follow my Blog I am arguing it is possible to talk in terms of projects | within projects but that that requires awareness of various levels of time and scale.

Interface or centre space?

My view is projects of construction become distanced between employer and contractor. The contracts of construction that interface or divide. Just as we each operate under contracts of employment however, there are wider control environments within which we can all work. So why is the question of the PMO placement so rarely more central here too?

Do we need a PMO? The prior question for me is do we need to share more information, and better share interest in the means chosen to facilitate visibility and control. Contracts do not have to govern interfaces of control, they can work with them rather than be them.

Thanks, Project Chatter

For teaching me more about PMOs. A wander through your archives also time well spent.

When the penny finally drops that them and us culture is not suited to the bigger endeavours it will be because we all understand each other better. We can then find more trust, and more common ground, accounting for each others needs and wanting all to succeed. This shared centre-piece – this conduit – giving the project one identity, one set of motivations, one aim, one pulse. Maybe we should all be middle-out focused. And why not channel that through a PMO?

My question for next time (#S4E90) and Americo Pinto of the PMO Global Alliance therefore is: how can we persuade more project initiators to share the PMO on a project, for the benefit of all project actors, and therefore the project itself? Why not share the project controls and the data? If we can have critical controls serving all sides, the less sides we necessarily need to have. The more time we can spend all looking out.

Thanks, House of PMO

The House of PMO offered us a decent coffee hour. I left their home enthused, and have signed up to their newsletter. Should I change my answer to their pro-forma question, “which type of PMO do you represent“? In my haste I answered, n/a…

Crossed-rails

One final reference back to Project Chatter Podcast episodes. Everyone should listen to the CrossRail episode ( #S3E64 ). There is much learning and insight here. Including a challenge to the fundamentals – as Prof. Marco argued the season before. The better questions we should ask when megaprojects are set-up. The outcomes prioritised. The metrics selected. The tone and the attentions that dictates. The control environment seemed robust, collaborative, and effective. What a centre-piece PMO could look like. We just needed the right plan.

Blog#29 The ‘F***’ Word

Sun, 03 Oct 2021 10:48:42 GMT

4letters. Starts with an F. Typically used when things aren’t going so well, and frowned upon in certain circles …

Yes, you guessed it – Fail. But here’s the deal – we are afraid to talk about it, and we’re definitely afraid to do it. And why is this? Maybe because our systems of reward and recognition are geared to celebrate success, outcomes, outputs, results, double-digit growth etc.

We don’t talk about ‘fail’. So let’s do it now I set out on a task. I’ve never done it before. I seek knowledge on this task, and I get it. And now I have to do it, knowing full well that the first time I will probably fail, hopefully without witnesses (or if it turns out to be funny, hopefully, it was videoed, and can go viral and make me an overnight internet sensation).

So I fail, and I modify my process a little and fail again, and I tweak here, and fine-tune there, and eventually, I can ‘do it’. Our knowledge has now become a ‘skill’. Others might now see the output, and value it, and over a period of time, this becomes ‘experience’.

But we forget about the many failures that went into creating this capability we call ‘experience’.

We forget about the learning, sometimes fast, sometimes painfully slow, that was required to get from ‘knowing nothing’ to ‘experienced’.

We forget that success is fleeting, singular, and temporary and that everything else is a failure. And we absolutely forget that ‘learning is simply the process of repeated failure’. And that it’s OK.

Failing is learning and learning is failing – it’s the same thing. If we stopped rewarding the outcome, and instead reward the process of achieving the outcome, maybe the outcome would take care of itself.

Kind of like rewarding a basketballer for shooting 1,000 hoops per day, rather than whether the team makes the final…

If your organisation has an awards system, try adding a category called ‘Failure and Learning’. Imagine an organisation that learns from its failures, and doesn’t repeat them …

Courage comes in many forms.

Thanks for reading

Simon White

Blog#15: 5 Ways to Improve Results From your Recruiter

Thu, 22 Jul 2021 12:09:52 GMT

Using external niche recruiters is possibly the best way to source PMO/Project Controls talent for clients and jobs for candidates looking in the market. Some pointers on why you should choose a niche recruiter for your recruitment needs:

1. Niche recruiters are a bit like boutique shops. They specialise and don’t try to cater for everyone. They know their market and deliver a superior service to our clients.

2. They are more experienced, have in-depth industry-specific knowledge and can access a concentrated pool of candidates; resulting in better efficiency during the hiring process and the opportunity to build lasting relationships with the best talent in the industry.

3. Niche recruiters are not purely motivated by filling live vacancies, but more so driven to building long term relationships with both clients and candidates.

4. They have the network to tap into the passive market, candidates who are not actively looking but might be interested if the opportunity is right.

Key take-a-ways that are proven to develop all-important client-recruiter relationships: Recruitment relationships with mutual effort will increase your advantage and secure your recruitment success.

1.Job description am not a fan of job descriptions, many will be generic, outdated and written many years ago. As an experienced recruiter, I know the core duties a Planner will perform. What does help is a brief overview; ideally a call, to highlight the scope of the role, seniority of the role and budget. This is essential to getting the best value candidate for the role.

2.Understanding your business evidence shows that recruiters work best when they understand your company. Providing greater insight into your company beyond a basic understanding gives your recruiter greater insight when choosing which candidates to put forward to you. Take the time to talk through the information on company culture, purpose and wider aims. Discussing in a meeting or via phone call will ensure it is more effectively communicated and will help to establish a strategy.
3.Communicate openlyEffective communication is crucial. If you are a client be clear about candidate requirements and direct about recruiter fees. As a candidate, be honest and committed.
4.Ongoing FeedbackProvide meaningful feedback on candidate CV’s and interviews and do so within agreed timeframes. By letting your recruitment team know why some candidates weren’t successful and how the specification may have changed, they can adapt the search to provide you with the perfect candidates. 5.6 reasons why you should consider using your recruiter exclusively engaging and investing in your chosen recruiter may prove more fruitful in your search for the right candidate.

1. The client is getting the recruiter’s full commitment to filling their vacant role. A client may think they get more effort from a recruiter when the role is in competition, but what really happens is a short burst of activity from the recruiter, and then our interest wanes as we realise the client is not committed. The same goes for candidates looking for a role.

2. The responsibility for success is now shifted to the recruiter. If the job is given to one recruiter they own the problem. If the recruiter fails, that is the end of that relationship.

3. The client is taking the focus off-speed and back on quality. ‘Exclusivity’ means the recruiter has time to do thorough work. Exclusivity allows the recruiter to bring all of their resources to bear in the talent search. Not just a quick search, but a thorough, detailed talent search across talent networks, online communities and social media pages.

4. The client will save time by dealing with one competent recruiter. No multiple agency briefings and multiple contacts to deal with.

5. The clients’ confidentiality is preserved as the role is not being touted around by 5 or 6 recruiters, each speaking to 9 or 10 candidates about the role. The same goes for candidate confidentiality.6. Clients brand and image is improved by using one recruiter because their job is not devalued in the eyes of talent, who will be suspicious if the job is represented by multiple recruiters. Recruiter relationships are extremely significant for your business. If you are seeking a niche recruiter to provide a solution in finding the best talent for your company, please contact me for an informal chat. I am keen to hear your thoughts on the above, welcome constructive feedback and would like to discuss the pros and cons of niche

Blog#17: Break the Rules

Thu, 22 Jul 2021 12:08:05 GMT

Iwasn’t there at the time, but I hope the conversation went something like this:
(There are these two naked apes sitting up a banana tree, and one of them has eaten the last banana, and they’re looking across at another banana tree, which has got a bunch hanging).

“Dude, look over there – banana’s!”“Yes, but we can’t get there – there’s nothing to swing on – and you know the rules. The Chief Naked Ape has a rule that no one goes down on the ground.”“I know, but I’m hungry, and you just ate the last banana.”“So. There are rules for a reason – the process says we swing from tree to tree.”“Yep, well, I’m going to get them – I’m not starving because of a stupid rule”.“Dude – you are so going to be in trouble”.“Don’t care – I’m already gone …”

(And whilst the naked ape is crawling on all fours, he hears a lion roar behind him, and in sheer terror, he stands upright, and runs across to the other banana tree. He waits for the lion to go, grabs the bunch and, back on all fours, hauls the banana’s back to the other naked ape).

“Dude!” says the naked ape, “What was that thing you did just now when you were not on all fours? What was that? I’ve never seen that before!”.“I don’t know – I just did it – it seemed like it might be quicker.”“But we’re naked apes – we don’t do that … whatever it was.”“Well we do now – I’m going to call it … standing, walking, and running.”“But what if the Chief Naked Ape hears about it – you’ll be in so much trouble”“Well, then I’ll stand, walk … and run away.”

And the rest, as they say, is History.200,000 years later, the descendants of that naked ape are standing, walking, running and even driving on a different planet – Earth-Moon.
I use this analogy to raise the question – when is it OK to Break the Rules? And by that, I mean when is it OK to not follow the process? If you always follow the process, you never do something differently.I

fyou never do something differently, then you can never Innovate. And if you never innovate, then you can almost certainly never Evolve. So at some point, you have to ignore the process, in order to Evolve. Our shared history is full of examples.
Once upon a time, the Sun rotated around the Earth. If you sailed West of Spain, you would fall off the edge of the Earth. If Christopher Columbus had stayed within the present religion-and-state sponsored doctrine (policy and process), he would never have ‘discovered’ the existence of America’s.

(Interestingly, by doing so he inadvertently commenced a chain of events that ultimately has to lead to both Country/Western Music, and Donald Trump – be prepared for a latency of outcome that you may not expect).
Instead, he observed the data points, both positive and negative, made the educated decision that staying within policy/process was no longer an option, and commenced a journey that would have long-lasting impacts well beyond his conceivable imagination.
Sometimes, you have to break the rules.
Just be prepared for outcomes that you may not expect, or see coming.

Blog#16: The 1st Time Manager

Thu, 22 Jul 2021 12:07:00 GMT

How daunting is it the first time you are appointed to be responsible and accountable for other people’s performance? It is quite a mind-shift from only being concerned about your own actions and outputs to a position where you have to start answering for someone else’s actions and outputs!

A lot of us crave a more senior role and often this comes with management responsibility, but how often are we given the right tools and environment to learn and succeed as an effective leaders? The answer, in many cases, is not very often.
When you are put into a leadership role you are all of a sudden thrust into the spotlight whether you like it or not because you know that before you became a manager you watched your manager’s every move and action; dissecting their behaviours to a point where you knew them better than they know themselves! This happens to you when you become a manager.

Everyone will act slightly differently in this spotlight. Some will revel in it while for others it will shed light on some big flaws – were they ready in the first place!? Slowly, we are eking out the scenario where you became the manager simply because you were around long enough or were the subject matter expert; for we know now that these attributes alone do not make good leaders! However, these dinosaurs still exist and in some cases, they themselves have evolved but others have grown a very thick scaly skin in the name of self-preservation! Don’t become like them!

If you find yourself in a managerial role for the first time, you need to understand what the difference is between a manager and a leader! For me the difference is simple; a leader is someone who has followers – in other words, people choose to follow you regardless of your title or position in the org chart. If people only listen to your instruction because you have been assigned as the person who signs off their timesheet and approves their holiday then you need to reassess.

Now that you’re comfortable with the idea of what the difference is, you have to start embarking on the art of leadership. You need to start asking yourself what you can do to allow people to easily choose to follow you. One thing I always try and do early on is to get to know each team member as a person, not as a job title. Trust and relationship building are hallmark skills of a great leader. It’s not always easy and quick to build but it is worth every bit of investment.

There are plenty of books out there on leadership and I’d recommend reading as many as you can, but I’d also add that becoming a great leader isn’t something you can obtain by merely reading books. You need to practice and be brave. We’ve started seeing and hearing about how leaders need to be vulnerable – what does this mean? It does not necessarily mean being weak, it means being accountable. When things go wrong, you need to be the first one to accept responsibility – the next time one of your team members underperforms point it out to them and ask them what you are doing wrong as a leader. Being a leader means you are working for your team (not the other way) and this is the mindset that will allow you to keep evolving. As soon as you start thinking that people work for you, your effectiveness drops like a lead balloon, you’ll stop innovating and start blaming your team.

You need to continually ask yourself the same few questions over and over. Are you creating a safe environment for your team to harness their full potential? Are you creating a space where it’s safe to fail and where everyone feels free to challenge without recourse? If not, seek ways in which you can start building or improving the situation towards this nirvana.

The thing to remember is that you will never stop learning as a leader. You will and have to keep evolving! Why? Because people change – they are not robots and they have different moods, stresses and anxieties. Actively being involved with your teams’ emotional state is part of your leadership role, you need to accept that. If you don’t want to deal with difficult situations then don’t accept a leadership role in the first place because you will be doing more harm to yourself and those around you than any good.

When you get into a leadership role your job is to make other people’s lives easier not harder! This does not mean that you shouldn’t challenge them, but the challenge needs to be with the intent of contributing to their growth – not yours – and their growth needs to be aligned with the team and organisational goals.

Management is easy anyone can do it. Leadership is hard, it takes work and even once you think you’ve made it you can’t take the privilege for granted. Oh and if you want my really simple rule for being a good leader…don’t be a dick.

Blog#18: Maybe there are only more questions…

Thu, 22 Jul 2021 12:02:39 GMT

It is widely accepted around 10,000 years ago, about 8,000BCE, that humans became ‘people’ – when the ice melted, and it became possible to no longer continually travel but to stop, come together and work for the common good. Plant wheat, wait for harvest, bake the bread, and pray for rain, to plant more wheat.

Civilisation. It allows us to find something we’re good at, something we enjoy, something that contributes positively to common social requirements and for which we can be rewarded monetarily.
But more than that, it allows us to be human – to come together, to talk, to share, to learn. We’ve been doing this for 10,000 years, maybe 400 generations of humans coming together for common good.

In a very short 24 weeks, this has all been taken away from us. The ability to sit, talk and gather information, using all of the normal audio/visual cues available, has been taken away. We can no longer be together.
Information is about perspective. If I need it, I call it information. If you have it, it’s called knowledge. And knowledge, as they say, is power. I prefer ‘Knowledge is social currency’. You transfer the information to me, now I have the knowledge, and now I think you are a genius. A transaction has occurred.

I think it’s one of the reasons we accept that is ok to have so many meetings, which seem to be little more than information transfer – because my knowledge gives me social currency, credibility, intrinsic worth and sense of purpose and value – this is my specialisation for the common good.

Our current circumstances prevent us from gathering that information/knowledge in the same way, so here lies our opportunity to make fundamental change. Social isolation should cause us to find different ways to achieve not just the same outcomes, but better outcomes.
Although what is happening to humanity is certainly calamitous, the real tragedy would be lives lost in vain, for nothing, if we don’t come out the other side a better, stronger, fitter, faster version of human.

Perhaps the answer lies in sharing of data – I’ve seen so many businesses offering up ‘free access to resources’, which they previously have been charging for. But if we all have unlimited access to data, then what happens to the social currency transactions of ‘Knowledge is Power’?

Overlayed on Project Controls, if we can enable Project Management having free access to data, and the ability to convert data into their own information, their flavour, their way, by automation and analytics as ‘a required skillset of a nextgen-PM’, then what happens to PC as a specialisation? Do we cease to exist?
Is it a pathway to be afraid of – or an opportunity to evolve? We all know the jobs of today will not be the jobs of tomorrow. We just don’t want it to be ours…

Does that make data and automation a double-edged sword? How do we wield this sword, safely and wisely?
The best response I’ve ever heard to a deep and probing question was by Jessica Schilling, a talented young project professional, at the 2019 Australian Project Control Expo.
She noted ‘Maybe there aren’t any answers. Maybe there are only more questions’.

Blog#19: The Bench

Thu, 22 Jul 2021 12:01:21 GMT

Taking a lead and borrowing from successful sports teams often translates into amazing results both in business organisations and project teams. One such sporting element that I’d like to discuss is The Bench and what it can mean in the project delivery space.

So what is The Bench? In sports it is the amount of reserve or substitute players you have that you can bring into the game should the need arise. In projects, although a far more endangered concept, it is something very similar instead of substitute players or reserves, it is fellow project managers, engineers, planners, commercial managers, etc. that are often and usually deemed surplus to requirements but who can actually play a major role in the successful delivery of a project if utilised correctly.

Let’s first take a look at why sports teams have a Bench and how they’re utilised. Firstly, if there are any absences in the main starting team due to injury or illness you have someone that can fill these vacancies. And they’re not just additional bodies, they all train together, learn together and understand the goals and strategies of the team. They also benefit from having built a good relationship regardless of whether they regularly play matches together or not, and best of all they tend to keep the starting players on their toes as they know that there is someone else keen to come and do the job if they are not up for it. This is what I call Bench Capacity.

Secondly, and some may say more importantly these days, the Bench allows a sports team to alter the strategy in real-time. They no longer have to wait for after the match to fix it on the training ground if they have players on the Bench who are equipped to execute a different strategy. When things are going wrong during a match, players can be substituted onto the playing field or court to change the flow of the game and improve the chances of success. And these day’s Bench players aren’t necessarily inferior they boast a complementary rather than supplementary skill set. This I call Bench Capability.

There’s a third reason why I think the Bench is so important. Documentaries and autobiographies talk about how the understudy or protégé helped the incumbent improve their game and take it to a new level. If utilised in a proper manner and tasked with identifying weak spots – not for personal gain, but for the teams’ success – the Bench can provide invaluable information, knowledge and challenge all contributing towards the team’s success! I refer to this as Bench Utility.

Now let’s take these three aspects and translate them into the project environment…Bench Capacity is something I’ve rarely come across in the project environment because we resource our projects according to a schedule based on estimates and assumptions. How many projects have you worked on where everything has gone exactly according to plan and all assumptions have held firm? Surely if we can entertain concepts like Time Risk Allowance and Risk Registers then we should be able to allow for resource contingencies. If we are doing 3 point estimates, what if the worst-case scenarios happen to come in more often than not and we’ve resourced our project according to the most likely estimate? This happens far too often and although it is impossible to replay the exact same scenario with different approaches, hindsight often suggests that if we just had more available resources or we had another subject matter expert we would have avoided the large delay/cost impact!

It’s not good enough however to only have additional bodies. You need additional bodies with the right experience and skill set, and they need to be actively involved in the project so that they are able to provide the type of support required. You will also need to decide on what types of resources may be scarce in the event your project decides to alter course. If there is a strong uncertainty in design then surely you’d want to have a backup plan in place should the need arise. It is easier to release someone from a project once you are certain that they are not required than to try to recruit a specialist when you all of a sudden realise that you need one! You need Bench Capability.
I can hear an argument brewing that additional resources will be sitting around doing nothing and they would be a waste of money. Well, why not ask them to look for weak spots? They would be well placed to scrutinise the project, they’d be able to notify you before it is too late and because they’re on the same team have a genuine interest in the success of the project. If utilised correctly this “waste of money” can save the project a lot of time and cost, and in turn, the ROI will be well worth it! Ask yourself how much time and money Bench Utility
could have saved on previous projects you’ve worked on!

These are my thoughts, I’d love to hear if you agree or disagree. I for one believe that The Bench is well worth investing in!

Blog#20: Want to Make Change? Be Ready?

Thu, 22 Jul 2021 11:55:25 GMT

Be Ready. I wasn’t.Well, I mean I thought I was, but that turned out to be an Assumption. I thought I was Trusted, Innovative and Bold.

Instead, I was Trusted, Innovative and Scared…
At a 2018 Project Control Conference, a very smart man, an ex-NASA Professor, in an afternoon presentation, asked the 180-strong waiting audience:“If you could totally re-design your business from scratch, what would you do?” Not a word was spoken.
Nobody.

Silence. I have at least four ideas I consider to be revolutionary, and here was my opportunity to get them some visibility, to get them noticed, to get some traction and make a difference.
It was also my opportunity to stand in front of a room of 180, and speak. No problem, that I can do, and I’m totally comfortable with that. However, I would also be standing to be judged, possibly harshly, probably unfairly, by my peers, my friends, and others whom I had never met, and never will.

Trusted. Innovative. Scared. These moments never return. There won’t be another opportunity where I could have planted seeds into fertile ground, ready and willing to absorb, flourish and grow.
If you believe in the Butterfly Effect, the potential ripple effect and resonance of what I desperately wanted to suggest may well be the one thing that one day keeps the wolf from the door, but we will never know.
No Man can step in the same river twice. It’s no longer the same river, and you’re no longer the same Man.Heraclitus, Greece, 2,500 years ago…

I just had to raise my hand, to ‘step into the river’ … and be judged.
My ideas would challenge my peer’s beliefs, their opinions, their technical skill, and hardest of all, their ego – their willingness to let go of a little false glory. Instead of feeling like I was liked and respected, I could find myself, in one raising of one hand, at the opposite end of that spectrum. I was uncertain, unsure, and not in the slightest bit courageous.
Trusted. Innovative. Scared. I consoled myself later by saying ‘so were the other 180 in the room. They did nothing either. I was no worse than anyone in the room. We can all go down on the Titanic together, while the band plays.
The standard you walk past is the standard that you accept.
I don’t accept that standard from myself, I don’t accept it from my managers, and I don’t accept it from peers and colleagues.
Evolution takes no prisoners.
You repeat a mistake, you will cease to be. You learn from others mistakes, and you live forever. Next time, I will Be Ready. And I will be prepared to accept the outcome, whichever way the wind blows.
Want to Make Change? Just Be Ready.

Blog#21: Laissez-Faire Leadership affects project performance

Thu, 22 Jul 2021 11:53:37 GMT

Have you ever had a leader or manager who didn’t really have an opinion, rarely added to the discussion of strategy and vision and usually left it up to the group to decide? Did you think this was is an effective style? what would you have done differently? How would this style affect teams and project performance?

Laissez-Faire (french) simple translation in English means ‘let it be’. According to online.stu.edu – Laissez-faire leadership is the direct opposite of autocratic leadership. Instead of a single leader making all decisions for an organisation, group or team, laissez-faire leaders make few decisions and allow their staff to choose appropriate workplace solutions
It’s a style of leadership that is hands-off and without direction. However, despite its uses in more senior roles and certainly in some situations, on the whole, it is problematic for projects and project teams to have leadership with such a laid back style. Why? Well, the simplest answer lies in the way we deliver projects. Projects are task and goal-oriented endeavours, in other words, there is a clear outcome for the project, whether it be to build a bridge, design a plane or develop a new social app.

The project is born out of necessity (mostly) and requires tasks that lead to that successful outcome to be complete, to refresh infrastructure, align with regulatory or compliance requirements, support organisational change, introduce new products or services, develop new infrastructure and grow revenue. The task needs allocation, direction and this all happens in the execution phase. So what, surely if you hire the right people things will get done. You’re absolutely right, but the time and value in which it takes a team may differ.

Teams to me are like plants. They need watering, feeding and sunlight to grow to their full potential. Without nurturing and direction from the leaders, teams will suffer and often ‘lose their way’. There must be a guiding light to unify teams, objectives and be part of the conversation actively challenging and pushing the premise and boundaries of the group thinking. There are a number of ways in which leadership has improved projects, but most importantly is the keep the team aligned. An eye on the prize, whilst understanding the group and individual nuances, motivations, values and objectives to get the job done right. So how does this ‘let it be’ approach affect projects. It does this in a subtle way.

At first, it’s not noticeable, at first the teams will often self assemble, democratic styles usually prevail in group dynamics, followed by hard work (often by a few of the team) to meet the deadline and achieve objectives. If the leadership style continues, it could lead to attrition (churn) of talent, destructive discord in the group or team and ultimately affect productivity and wellbeing. People are not robots, so this set and forget mentality must change in order to change the results of project teams. Yet I still see this type of approach on projects and thus I don’t believe it’s just the responsibility of the leaders, but the company as a whole. This usually refers back to the culture and how we take responsibility for projects. How do we provide employees with insights into the ‘why’, make them a part of the decisions process, or approach with a clear and firm direction in the face of uncertainty and disaster? The simple answer is awareness.

We must first educate leaders and managers and staff on the ways in which leadership styles are applied and the impact it has on project performance. It’s not clear exactly what drives this behaviour, and I presume its a number of things, but culture and leadership training must be something that introduces perspective and meaning to the role if they and the projects are to succeed.
According to the AIPM and KPMG survey (2018) for Australia says that only 23 percent of organisations frequently deliver projects that could be considered fully successful (i.e., on-time, on-budget, high stakeholder satisfaction and original goal/business intent met). That means 77% are unsuccessful, which suggests there is something not right with how we lead projects.

There is further evidence to be gathered on effective leadership but my general view is that more democratic or autocratic style will swiftly improve the effectiveness of project outcomes. Why? Again, its to do with the methods in which we deliver projects. Action and task-oriented work, that has time, cost and scope constraints and variables that must be integrated into the delivery program. To take a Laissez-Faire approach means to not provide guidance, as somehow if we were sailing a ship, we would let the current direct us to our destination rather than steer and hope for the best.
So what can we do about it? here are my three tips to avoiding a situation with a Laissez-Faire leader or leadership group.

Have the conversation – There is nothing stopping anyone having a frank and honest discussion about the best leadership styles for the situation and projects. raise the points that it is affecting the team and articulate why and what you think needs to be done (if you know).
Develop a leadership pipeline. Develop people to understand how behaviours impact culture and culture impacts project success. We seldom talk about empathy, moral duties and positive leadership on projects, but we must if we plan to improve our odds of project success.
Reflect – look for ways to measure the good, the bad and adjust. Look for ways to improve communication and work on your own styles and seek out constructive feedback, whether through a third-party organisation, team survey or other feedback mechanisms. Feedback is the most useful loop to help people adjust, especially on projects that demand so much from teams, it’s important to build ‘trust’ with your leaders and teams so that you can express vulnerability, areas for improvement and work together on a style that suits your team relations, project requirements, and business requirements.

Blog#22: The Cost of Silence

Thu, 22 Jul 2021 11:45:10 GMT

It seems obvious that if people don’t speak up then we might lose a brilliant cost-saving, time-saving or risk-mitigating idea! Yet, we fail to create an environment where everyone is comfortable speaking up. It is predominantly up to the leaders in a group to set the framework for open, transparent and equal discussion but we all have a part to play!

I recently heard that more and more folks entering the job market and even some with roles in management grew up in an age where their main form of communication was electronic and are ill-equipped for an in-person conversation. If this is true, then we have a large number of current and future leaders who, by no fault of their own, are struggling to speak up!
If we grew up in a world where to avoid conflict you simply had to ignore (or “ghost”) the person on the other end of the phone, tablet or computer then what conflict resolution communication skills do we bring into the office and project team where teamwork and collaboration are paramount?
It’s not all about conflict resolution, but if we don’t have this basic communication skill then this blogger believes it will compound itself to a point where even the smallest hint of conflict will trigger another “ghosting” reaction which in itself compounds the problem.
On the flip side, if you are one of these from the electronic-based communication age and do have the “courage” to speak up and challenge someone in this e-world then it’s most commonly done under a pseudonym. There is so much “trolling” on social media these days that it affects people in ways which we are still coming to understand!

Don’t get me wrong, electronic communication isn’t all bad. We would never have been able to continue doing as much as we currently can during say a global pandemic lockdown if not for the advances in technology, but have we tipped the scales too far?

If teamwork requires everyone to work as a team (and together towards achieving a common goal), then we all have a duty to ensure that everyone in the team is being heard. Remember, just because you may not be accountable does not mean you aren’t responsible – it’s more of a “not my fault, but definitely my problem” than a “not my fault, not my problem” way of thinking. It’s ok to not agree with someone and it’s ok that someone does not agree with you!

Ask yourself a few questions; how are you contributing to the team? Are you making yourself heard? If not, why? Can you build the courage to speak up? Can you be an example (read: leader) and show others that it’s ok to speak up? If you consider yourself a leader, ask yourself if you’re helping create the right environment? Can you mentor someone to speak up? Can you support those that feel a bit less comfortable in those situations?
I love technology and this isn’t technology’s fault, but if what I wrote in my second paragraph is true, then we’ve adopted electronic communication methods at what seems like the expense of basic human interaction.

Blog#23: What’s YOUR Problem?

Thu, 22 Jul 2021 11:41:28 GMT

What’s your problem, anyway? In a highly specialised society, with all the trimmings, distractions, applications, devices, gadgets, widgets and life hacks that make a 21st-century human existence, it’s all too easy to forget the basics.

We didn’t used to be this way. This is not where we started.
We lived in small groups, taking care of our own. But gradually we realised that if I solve a problem for you over there, then you solve a problem for me over here. I plant and harvest the wheat, so the baker doesn’t have to. The baker solves a problem for me, by giving me money which I can use to solve other problems I have.

The baker solves a problem for other hungry humans by providing them nourishment, whilst they solve problems like fighting to defend us, or managing our economies, providing entertainment for us or healing us when we are unwell.
It’s easy to forget, with all the distractions, that a business is simply an entity that thrives, no, survives, on solving problems. The business exists to solve problems for other entities. And you, as a highly specialised, talented individual, have been employed to solve the businesses problems. It doesn’t matter whether you’re the CEO or the cleaner – you’re a problem solver.

All of you. Every last one. Except maybe for the odd problem-creator …
You, your experience, and your skill set, are a specific solution to a specific problem. That is why you are employed. This is why you give your precious life to the business, and in-kind the business solves a problem for you. The title you’re given is little more than a description of the problems you are here to solve.
Project Controls solves a problem for a business in that it acts like a satellite navigation system. It allows the driver to progress without holding a map, a watch and a wallet in their hands, focusing on what’s important – safely transacting forward progress in a calm and controlled manner.
But we tend not to think in abstract terms of problem-solving – perhaps it’s because we don’t train people in the abstract art and science of problem-solving.
Perhaps we may be better at solving problems if we were to train our problem-solvers in:· How to focus on problems· How to articulate solutions· How to be succinct and say more with less· How to state the problem in terms of ‘what it is preventing you from achieving’
So much business pain (and waste) is created by change resistance, change fear and change sabotage – if we all understood and spoke the language of problem solving, could we then agree more easily on the nature of the problems?
And if so, could we then also agree more easily on the direction of solutions?
After all, resistance to needed change is little more than an affirmation that ‘I do not accept your solution, because I do not agree with your solution’.

And as a business of problem solvers, if you could all agree on the solutions more readily, then you could quickly run out of problems to solve…
However, if all the problems are solved, then you no longer need the problem solver…
Perhaps we need problem creators as well. Actually, we have them – only in 21st century speak we call them ‘disrupters’ when we like what they do, but ‘disruptive’ when we don’t.

Do you view what you do as the art and science of problem solving?
What exactly is your problem?

Blog#25: Ways to explain Project Controls

Thu, 22 Jul 2021 11:39:55 GMT

Over the years when I’ve joined new teams or started working with different people I’ve had various conversations on where Project Controls fits in a project. I thought I’d share some of the odd analogies that have come up.

Project Controls is like a Police force

Project Controls are the police of the project. When the project and Project Managers are in trouble and need help Project Controls is there to help get it/them out of trouble and assist the project when bad things happen.
Additionally, if the delivery team is intentionally looking to do something out of governance then Project Controls is there to (figuratively) slap the PM on the wrist and say “no, you can’t and should not do that”.

The Project is a car, The PM is the owner, and Project Controls is the chauffeur

If the project is a car and the Project Manager (PM) owns the car but the Project Controls Manager (PCM) is the chauffeur then the car goes nowhere without both being in alignment. The PM as the owner provides the destination and deadlines while the PCM as subject matter expert navigates the fastest, safest and most economical route.
The car doesn’t move without the PMs instruction and the car can’t move easily without the PCM who holds the keys.

If a project was a golf game, Project Controls is the Caddie

In golf, a caddie is the person who carries a player’s bag and clubs and gives insightful advice and moral support. Not too dissimilar to the role Project Controls plays on projects in supplying analysis, advice and being a sounding board for decisions.
Who then is the “player”? Well the Project Manager of course and like golf the biggest opponent is often him/herself.

If the Project was a rally car, the PM is the Driver and the PCM is the Co-driver

The PM as driver is in full control of the steering wheel, accelerator and brakes but without the PCM navigating and assisting the PM on turns and bends it becomes increasingly difficult and unsafe.
The PCM needs to know the map and terrain extremely well and the relationship and communication with the PM has to be in total alignment to be able to go at maximum speed.

Project Controls is the conscience of a project

Your own conscience judges how moral your actions are and makes you feel guilty when you do bad things. It’s the thing that guides us as individuals to do the right thing. Project Controls in many ways is best placed for this role on projects. Whether or not you listen to your conscience is a different debate!

Project Controls is a Critical Friend

“A critical friend can be defined as a trusted person who asks provocative questions, provides data to be examined through another lens, and offers critiques of a person’s work as a friend. A critical friend takes the time to fully understand the context of the work presented and the outcomes that the person or group is working toward. The friend is an advocate for the success of that work.” ( Source link ) I’m afraid I can’t add anything to this as it’s pretty self-explanatory!
Let me know of any analogies you’ve heard and keep it clean!

Blog#24: Do you have Integrity?

Thu, 22 Jul 2021 11:36:33 GMT

Aquick google search will give you a Wikipedia page that starts with the following definition: “Integrity is the practice of being honest and showing a consistent and uncompromising adherence to strong moral and ethical principles and values. In ethics, integrity is regarded as the honesty and truthfulness or accuracy of one’s actions.”

I haven’t seen enough of this in the project environment and I’m starting to wonder why. Is it a symptom of groupthink? Are we just a product of an environment that doesn’t naturally lend itself to having integrity? Part of me thinks that the root cause is money (or the pursuit of profit) but this can’t be true because integrity, if lived up to in every sense, will save money on projects and be more profitable to businesses and individuals, so how can the opposite be true?

Perhaps it’s ethics – a branch of philosophy that “involves systematizing, defending, and recommending concepts of right and wrong behaviour”. Perhaps we have our ethics all wrong and so when we need ethics to guide our moral compass we can never find true north. If the boundary of right and wrong has vanished through years of wear and tear then it is no wonder we struggle with this dilemma. Ethics is an interesting concept though, as it is something that is seldomly defined. Group ethics is something even more complex as it is a constantly moving target – you may be right according to your own ethics until the group says you’re wrong. Are you really wrong though?

Let’s get back to integrity though and dissect it. “Integrity is the practice of being honest…” Can you hand on heart say that you’re honest? Do you tell the truth or do you make things up? Humans have a weird sense of knowing when someone is telling the truth or not, and even if a liar happens to be particularly good at conveying a false message, the truth eventually always comes out.

I love the part in the description of “uncompromising adherence to strong moral and ethical principles and values”! I read this as someone who never sells out to others with lesser morals and principles, and someone who does this because of their strong sense of doing what is right! Although, in order to adhere to strong moral and ethical principles, you do have to know what is right! Most people know what is right and what is wrong, but if you’re in doubt I guess there’s a basic principle of treating others with dignity and respect and ensuring that your actions aren’t intentionally and maliciously harming others whether that be physically or mentally or emotionally.

I’m going to intentionally keep this blog post short as this is a topic that I think is far better understood and appreciated when we as individuals start to muse about it. So ask yourself, do you have integrity? I mean, do you really have integrity?

Blog#26: Building a Change Culture

Thu, 22 Jul 2021 11:32:17 GMT

Every project starts with good intentions. But as one of my mentors said, good intentions does not equal good results. The conundrum then is not the intent of doing a good job but the act. The more we do the less we see, and it’s when projects start, that the change cycle really begins. Change is evidently a part of life. A more stoic view would state that life is suffering. Change and suffering go together synonymously on projects, for without suffering there is no compelling vision, without knowing what we don’t want, there is no way to see what we do want.

Change, in my view, is a mechanism in which we instruct change. It‘s a course correction and inherently change comes about because we are not where we should be, or there is a better way to get there. Change is big, bold and beautiful, however, the implementation of change can leave people somewhat overwhelmed.

Imagine a project where there is limited creative license, where there is limited time to do anything other than your job. No new conversations can be had because there are already issues for you to attend to, there are people you need to discuss with, decide with, review with, delegate to and data to analyse. No doubt change on projects can be a hairy and precarious thing. Change agents and professed transformation gurus often offer little solitude or protection under any change regime and the results or benefits seem to escape us all. So what are we to do? A project that does not change is a poor man’s map, not a robust plan, and we, therefore, have no way of making corrections to our destination without a means of intervention. I imagine a project to be something of a sailing ship. You have a skipper (exec), navigators (directors) and the teams below, all scurrying around the deck and below doing their part. What’s interesting here is, if I asked you well then what makes the change to the destination, you might say the wheel and the rudder. You wouldn’t be wrong. In this analogy, there are two types of changes. Those that we control (wheel to the rudder) and those that we do not (wind to sail). The sail responds to the wind and improves our performance, direction and allows us to take advantage of the environment around us. The wheel however is done above deck, it’s is an executive decision and usually made without the consort and consent of the lower decks.

As soon as you do this, you unleash personal responsibility or the ability for individuals to respond as they understand their role in the greater cause. Sometimes change seem like a Mission Impossible. However, people with the right level of moral and adaptive leadership can overcome huge obstacles and their faith starts in the leader’s ability to convey a confident and purposeful mission of change. A leader to follow through and individualise their consent among the ranks is crucial to the follower’s ability to absorb others views at a greater and more empathetic plight. A leader who refuses to allow small deflections – such as a change in wind direction, deter from the main objective, outcome or goal. Be resilient. Be steadfast and if you are going through swells or tidal waves of change, know that change is a mindset of the collective and individual.

A few final thoughts on reinforcing a positive change culture is to talk a little about the behavioural aspect. Notably, people have different perceptions of change and therefore they attach a differing value to its worth based on their personal experience and whether or not it values their position or aspirations. If it does not then, sad to say some may go out of their way to disrupt the faith in the leader or force various forms of intentional and unintentional espionage. Some things to look out for in change cultures is those that are actively or passively disrupting, distorting or diluting the communications and purpose. In my view, it is those with a passive attitude that tends to be the most disruptive. We call those not on the change journey as disengaged, but the reasons for being disengaged are generally simple to resolve, if someone cares enough to ask then usually someone will respond. Remember, people, don’t care what you know until they know that you care.

You could have the greatest change culture program or roadmap in the world, you could have the greatest leaders or company on the planet. If people don’t feel valued then sad to say your change program is heading into choppy waters. There are a lot of resources out there to support my views and plenty of methods to the approach of change. But if we don’t understand our moral duty to give our crew what they need then any change we set sail for could be unnecessarily interrupted.

I will leave you with one last quote, I’ve used since I left the navy. Smooth seas do not make skilful sailors. If you want to change the culture to work, you must bring in champions of change to motivate, engage, enlighten and encourage adaption, adoption and consignment to your purpose and vision of change.
Wish you the best of luck! Bon Voyage

Blog#27: The Secret to Success

Thu, 22 Jul 2021 10:52:51 GMT

Yeah, thanks for that ancient Greek guy, but what does that even mean?
Excellence is an outcome, and an outcome is the end result of a series of connected events?
A sequence. A product of thousands of individual choices over an extended period of time, sometimes disguised as a process, but sometimes not.

I personally feel this deeply every time I compete in a running race. My performance on the day, today, is a direct output of everything I’ve ever eaten or drank, every step I’ve taken, and every training session completed.
I feel directly connected to the cold, wet, dark and windy training sessions that I could have bypassed for warmth and comfort, but didn’t. It all accumulates, evolutionary-style, to shape what I am capable of at this singular point in time.

And so it is with the systems we attempt to manage.
The outputs of those systems, and what we are experiencing, seeing, feeling today, is a direct output of every interaction, every transaction, human or digital, since Day 1.
When a system is not performing as we would like it, we attempt to rectify by seeking big gains, by demanding big performance improvements through interventions, away days, consultants and Biblical-esque Learning from Experience reports, events and conferences.

And in between these we remain happily doing business as usual. So with most of our time spent doing business as usual, and once-in-a-while waving an improvement flag, which do you think becomes the habit?
The reality is that most of this can be overcome with a healthy mindset, and some simple good habits, and Prevention is always better than Cure (and usually less intrusive).
The greatest athletes, generally speaking, are not those who are naturally gifted, but those for whom success has come about via failure.
They learn to ‘learn from experience’. They learn that its OK to perform less than your best, but that its not OK to not understand why, nor correct it.
They also learn that the greatest improvements and gains come from extended effort over a very long period of time, not seeking extraordinarily massive gains or excessive performance sugar hits.
1% is enough. 1% today, 1% tomorrow, 1% next week, 1% next year. A sequence of connected events that you can control.

So as you start this new year, take an honest look at yourself and the systems you are responsible for. Is it really performing as you would have it? How did you get here? By what series of connected events have you arrived at this state? And if that is what got you here, what can you do differently?
You don’t have to start a revolution. Try doing just 1% better each day.
Make excellence a deliberate choice.
And herein lies the secret to success – the ability to control a system. It’s not complicated. The choices of today are the outcomes of tomorrow.
But how as managers can we drive this shift in mindset or behaviour? Can we stop rewarding the outcome, and instead reward the process of learning? How do we reward those who have failed, but got up again? How indeed can we reward failure at all?

Only by accepting that the outcome itself is not a failure.Only by accepting that the true failure is to not learn from the event.Only by driving a culture that openly discusses why events have not gone as we expected, honestly and without judgement.Only by ensuring those events are not repeated.
And that is up to us, 1% at a time.
Happy New Year.

Blog#28: Is now the right time for a career move?

Thu, 22 Jul 2021 10:50:54 GMT

As someone with 15 years+ of experience in Project Controls and passionate about the future of this sector, I would be keen to share my thoughts with you and provide some market insight. I hope you find the below of interest and if you would like to know more, please do get in touch. The average UK employee changes employer every five years (according to research by LV). This means that for many thousands of employees, 2020 might have been a year of employer change.

But the pandemic has brought major uncertainty to the workplace, with many of us furloughed and sadly unemployment has risen. This environment continues into 2021 with normality on the horizon but perhaps not before early summer is with us. So is now the right time to seek a fresh challenge and change your employer? Factors to consider: Personal motivators for changing employer:

Were you planning a move prior to the onset of the pandemic? Do you feel valued as an employee? Has your employer responded well to managing your welfare through the pandemic? Will there be a new normal that you feel comfortable returning to?

Have your financial circumstances changed such that you need to look for a new opportunity? Can you afford to move during these times? Never leave a role without first accepting another. This isn’t a rule of thumb but right now it’s very advisable. It’s also essential before accepting a position to assess the new employer’s financial health. Assessing your employer and the industry:

How is the industry you work in performing, is it stable or has the shift in financial volatility and customer behaviour impacted it adversely?

Is there obvious demand for your skills and experience within the industry you work in? Does your employer consider your job role essential or is it vulnerable? For example, perhaps you are worried about the number of redundancies that have occurred? Where we can help here are several market areas booming in the UK, including Rail & Infrastructure, Defence and Renewable Energy.

There is a shortage of skilled, qualified talent for many roles in these sectors, now is the time to take advantage. If you work in these sectors and are in P6 Planning, Projects Controls, Risk, Cost or Estimating and considering a move, feel free to get in touch for advice.

Chirag.chirag.shah@trsstaffing.com