Committed to improving his practice, Rob has continued to study project management. In 2007, he discovered Earned Schedule, and in 2014, he became an Agile Scrum Master. As Rob’s practice focuses on time-critical projects, he’s had plenty of opportunity to use both techniques.

During his studies, Rob worked out the math for combining Earned Schedule and Agile. He adapted the techniques to one another and iteratively implemented and upgraded the approach. Rob shares his knowledge and experience through a blog (earnedscheduleexchange.com), vlog (earnedscheduleacademy.com), professional journals, and, increasingly, through posts on LinkedIn groups, hashtags, and his company site.

To contact him:
Email: Robert.VanDeVelde@projectflightdeck.com
For a full bio, see: https://www.linkedin.com/in/robvandevelde
While you’re there, please follow us at: linkedin.com/company/projectflightdeck

The current demands within Defence and in projects generally includes demands to deliver “capability at speed” which is placing increased demands on project schedule analysis, the need to adjust traditional methodologies and the ability to be able to:

• Identify activities and work packages that are deviating from plan early so that action can be taken to correct before the schedule has been irreversibly compromised.
• Calculate the future schedule efficiency required to achieve the target outcome of on time delivery.
• Recognise when a current delivery strategy cannot achieve the required schedule outcome to enable “Agile” adjustments to the delivery strategy so that outcomes which meet user needs on a timely basis can be achieved.

Since Earned Schedule was first published in 2003 ,it has developed into a powerful add-on to network schedule analysis which answers the needs described above all of which provides project teams “actionable information” to assist in the never‑ending challenge of delivering useful capabilities either on, or as close to schedule as circumstances permit.

This presentation provides a case study example demonstrates how earned schedule provides powerful new dimensions to project schedule analysis which can be actively used to assist in achieve improved schedule delivery outcomes for projects of all sizes from the small and simple to the largest and most complex.

This webinar will provide an overview of performance based contracting.  We will explore the types of performance measures, how they are used and what is important to consider if you are plan to use a performance management framework in your arrangement with suppliers.

Andrew's experience includes public and private sector projects and programs, ranging across the investment lifecycle, including in Health, Defence, Information and Communications Technology and Air Traffic Management. Prior to his own business, Andrew had corporate careers at an international systems integrator and a telco, and served as an Engineering Officer in the Royal Australian Air Force. Andrew is a Fellow of the International Centre for Complex Project Management (ICCPM), a Certified Practicing Project Director (CPPD) and member of the Australian Institute of Project Management and a Member of the Australian Institute of Company Directors. 

Patrick Weaver, PMP, PMI-SP, MAIPM, is the Managing Director of Mosaic Project Services Pty Ltd, an Australian consultancy specialising in project control systems. He is a Fellow of the Chartered Institute of Building, a Fellow of the Australian Institute of Company Directors, and was awarded the Wayne Wilson Award for Lifetime Contribution in Project Controls at the Project Controls Expo in 2023.

Patrick has over 50 years’ experience in Project Management. His career was initially focused on the planning and managing of construction, and infrastructure projects in the UK and Australia. The last 35 years has seen his businesses and experience expand to include the successful delivery of project support services in a wide range of organisations and industries, with a strong focus on project controls, training, and forensic analysis.

The philosophy driving Project Controls 3.0 is to simplify project controls, remove unnecessary details and focus on timely information that is accurate enough to be useful. Excessive detail and delay destroy the value of a project controls system. Pragmatic decision-making needs useful information at the right time, rather than precisely accurate, detailed information when it is too late.

The current Controls 2.0 has grown into a complex system-of-systems embedded within the larger project management system-of-systems rarely connected and coordinated, often of limited value in delivering successful outcomes. When applied, the system is focused on measuring failure and large swaths of projects ignore traditional controls processes.

Project Controls 3.0 recognises the overall objective of a project is set, and often defined in a contract. However, successfully achieving the objective required adaptability in the face of uncertainty and changed circumstances. The core elements of Controls 3.0 are:

1. Establish an overall strategy for the project down to the ‘work unit’ level including budget, time, and objectives. This should be relatively stable.
2. Plan the work of the current and next ‘work units’ in detail – these should be 4 to 6 months’ worth of work, assigned to a responsible manager.
3. At each update calculate the current status and work achieved, and based on the work achieved use WPM to predict the likely completion of the ‘work unit’ if the current rate of progress remains unchanged.
4. Based on the status and prediction, require the work unit manager to implement changes in the way future work is planned to ensure the work unit completes as planned.

This process should take less than a week and is focused on time and resources.  Cost reports and other traditional requirements may still be necessary but they come later.  You cannot change history, but proactive management can change the future. 

Controls 3.0 is designed to fit any size of project and adapt to any management methodology. It offers a consistent, robust approach to project controls focused on driving a successful project outcome.

Ryan began his career as a computer programmer, and then became a project manager in the IT space, focussing on Microsoft products and solutions. This led to PMO’s, where Ryan has created and managed PMO’s in the finance and IT industries. After several years managing teams and creating Sensei’s presence in Queensland, Ryan has taken a more visionary role. This includes working with clients on their long term project and portfolio management goals as supported by productivity tools, and now in how AI will change this space. This involves defining the blueprint for AI services in relation to PPM tools, how Sensei will support and create these, and how client organisations should approach AI, taking into account realistic use cases, understanding the true effort and data needed, and how to do it while staying within the bounds of responsible AI. All while not getting lost in the marketing hype. Ryan holds a Master of Computer Science and Master of Project Management, as well as certificates in PMO’s and strategy from Stanford and Wharton. Ryan is currently undertaking a PhD in AI in project management.

There are many dimensions of risk that impact a project. This begins with the information you have when you begin the project; how accessible information is while you deliver; how complete your status updates are; and how you can look ahead into the future. We will look at a series of points along the journey of the project where AI can assist the project manager to both save effort, and be provided an assistant that looks ahead for them.