Index of Schedule & Risk Symposium Papers by Topic

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Scheduling & Risk Topics:

 -  Scheduling

 -  Risk

 

See also:

Controls and General

Earned Value Management & Earned Schedule

Governance and Management

 

Note: Academic papers published in the PGCAR are available for downloading in our Published Papers section.

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Scheduling

Publications Provided to Delegates by Mr. Steve Wake

(for personal use only):
  

-  The Scheduling Maturity Model (APM UK) - Measuring schedule maturity: Download the book

 

Presentations

 

The path from good project scheduling to implementing Advanced Work Packaging. 2021, Chris Carson. 

AWP is a collaborative approach to project delivery, that aligns engineering, procurement, and construction; with a focus on early planning This presentation will offer an overview of Advanced Work Planning and Advanced Work Packaging (AWP) and how these concepts can be used to improve the baseline CPM schedule.
Download the presentation.

 

An Introduction to Project Scheduling, 2018, Raf Dua. 

This education session covers:
- What is Project Scheduling?
- Scheduling Definitions and Basics
- Scheduling techniques & CPM, and
- Basics of schedule review and analysis.
Download the presentation.

 

Peer Review of a Schedule, 2018, Raf Dua. 

Management is required to ensure that the project planning and schedule being offered up actually works and actually meets the requirements of the contract and will, in reality, deliver the project.  A Peer review will establish that a methodology and project narratives exist.
Download the presentation.

 

Introduction to Project Scheduling,  2017, Tony Scuteri. 

 

A schedule is fundamentally the decomposition of a project Work Breakdown Structure (WBS). The most widely used scheduling technique is the critical path method (CPM). CPM is mathematical analysis, which can be used on all types of projects that can be represented as a list of activities, each with an estimated duration, single or three-point. In addition, the dependencies between activities need to be defined, as do the resources required to deliver the scope of each activity. Developing and maintaining a schedule throughout the project lifecycle usually involves specific Project Management software, the data managed in the scheduling system is typically integrated with other software tools, examples of which would be an Earned Value system. The session which is educational in nature.  Download the presentation.

 

Peer Reviewing a Project Schedule,  2017, Raf Dua.

Management is required to ensure that the project planning and schedule being offered up actually works and actually meets the requirements of the contract and will, in reality, deliver the project.  A Peer review will establish that a methodology and project narratives exist. Typical Peer Review techniques services include:

-  Schedule consistency with Contractual clauses and any constraints
-  Ensure KPI’s are met
-  Evaluation of project status with relation to the updated schedule
-  Earned Value Analysis
-  Schedule Pull Sessions and crash studies
-  Preparation of schedule narratives
-  Analysis of "what if" scenarios for change order impacts
-  Analysis of likely time extension requests

The presentation will illustrate how this can be achieved:

-  Download Raf's presentation.

-  Download the supporting White Paper.  

 

 Project Alliancing and Critical Chain Project Management Methods that INCREASE and ENSURE project collaboration,  2017, Robert Bolton.
CCPM (Critical Chain Project Management) has significantly improved project performance without compromising on scope or quality. However, despite a few successful exceptions, the use of CCPM has not gained much traction in the capex or construction sectors. This presentation suggests that combining CCPM and a Project Alliance offers the industry a powerful approach to improvement. It will show how both methods by themselves have delivered significant benefits to project performance, and in combination, they offer a robust approach to delivering improved ROI for the clients and improved profitability for the supply base and contractors.    Download the Presentation.

 

Complex Projects   -  how to reduce the schedule RISK and ensure the desired returns,  2016, Robert Bolton.

Complex projects are now the new normal.  They are big ($500 million plus and over $6 trillion globally).  They have many dependencies, relationships and stakeholders creating a spider web of linkages.  They are generally late.  Often very late. And well over budget. This presentation shows how the CPM & CCPM methods compare.  Discuss the perils of multi-tasking plus explore the risk mitigations tools such as the fever chart.  It also discusses a number of case studies of complex projects in the infrastructure, building and defence industriesDownload the presentation.  

 

Establish the Project Schedule,  2015,  Patrick Weaver.

Developing an effective schedule is key to effective Earned Value.  This session will look at how to develop a schedule that works covering:
- Planning, strategy and scheduling.
- Planning the schedule development.
- Linking the schedule to the WBS and work packages.
- Rolling Wave - adding detail at the right time.
- Keeping the schedule relevant, its value and its limitations (including the roles of ES, SCRAM and validation tools).  Download the presentation

 

 

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Risk

 

Strategies to detect, prevent, and correct causes of project stress and failure.  2021, Glen Alleman. 

Cost and schedule growth and technical shortfalls for Defence and Government programs are created when there are unrealistic: technical performance expectations, cost and schedule estimates, risk assessments, and/or unanticipated technical issues. All rooted in poorly performed and ineffective risk assessment, or management.

This presentation shows how to correct or prevent these conditions by applying the principles of Systems Engineering and Program Management to increase the probability of Program success.

Download the presentation.

Modeling risk interdependencies to support decision making in project risk management: analytical and simulation-based methods.  2021, Li Guan. 

This paper establishes three analytical methods-based project risk assessment models, namely, a Fuzzy Bayesian Belief Network-based risk assessment model, an Interpretive Structural Modeling-MICMAC analysis-based risk assessment model, and a Social Network Analysis-based risk assessment model. In addition, one simulation-based project risk assessment model, i.e., the Monte Carlo Simulation-based risk interdependency network model, is developed to capture the stochastic behavior of project risk occurrence.  Download the presentation.

 

The art of Risk Intelligence and 20:20 Decision Making. 2020 Webinar, Val Jonas.
In this webinar, we explore how to nurture risk intelligence in our organisations, from the top down, from the middle out, from the bottom up. By establishing risk vision, risk connectedness and risk engagement, we can turn risk from an unwanted foe to a welcome friend - a powerful force for good. Risk intelligent organisations navigate the future purposely, through sound decision-making that drives innovation, efficiency, effectiveness and successful outcomes.
View the webinar

 

2020 Webinar: A Risk Management Journey

A risk management journey distils Gavin's 25 years' experience into three stops: process, toolsets and uncertain costs. It describes how each stop evolved from the experience of solving a client's challenge coupled with a focus on value (particularly efficiency and effectiveness). The journey includes some handouts that will enable you to reflect on your experience. It ends by asking you to consider where you are in your risk management journey and what you see as your desired destination.

View the Webinar

 

Deriving Certainty from Uncertainty - Value from Project Risk and Contingency Management, 2019, Gavin Halling. 

The International Risk Management Standard ISO 31000 describes itself as a guide. Its application varies widely across organisations. This is to be expected when the context is substantially different (eg a compliance risk process will be different to one for projects). There is also the recent (version 2 Feb 2019) IEAus Risk Engineering Society "Contingency Guidelines". Both these documents tell you what is expected but do not give too much practical insight into HOW to undertake project risk and contingency management.
Project risk has two components that separate it from other risk processes:

1. A rapidly changing risk profile which requires a particularly dynamic process and
2. Consumption of precious capital

This presentation describes a well-honed process that will enable you to effectively manage risk.
Download the presentation

 

Can We Improve Project Risk Management?  2016, Yiding Hu.

Risk management of a Defence acquisition project requires the identification and mitigation of risks from initial project planning to the end of service life.  When dealing with long-term system or capability development, project risk management is a dynamic process.  This leads to a need for the effective management approaches outlined in this presentation.   Download the presentation.