Programme & Project Controls Have we lost our way ?. Steve Elliott. Outline. Introduction -- SE & Crossrail A simple view of Project Controls What is success for Project Controls Some observations Summary & Conclusion Discussion. Introduction.
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Programme & Project ControlsHave we lost our way ?
Europe’s largest construction project
has to be done
(Integrated Scope, Cost, Time)
Reviewing to check
have had an impact
has been done
(So What &
looking forward )
to make a change)
Programme Controls Effectiveness Framework
Culture & Values
The 7 Levels of Effective Strategy, Governance & Control
Programme & Projects
required to fulfil Strategy
1 - Programme
7 - Areas
Control & Reporting
Strategy & Governance
35 - Projects
140 - Contracts
(of Control Accounts)
Several Hundred - Control Accounts
(of Work Packages)
Thousands of Work Packages
(of Activities, where the work gets done)
Its all about being in control – NOT – being controlled
Glaxo -- Stevenage versus Glaxo – North Carolina
Same Client, similar approach:
Client Team + PAE + Management Contractor with LS Subs.
One facility cost twice the other – guess which one!
e.g. the 10,000 activity costed programme > 1 million activities in Crossrail – P6
e.g. Anticipated Final Cost £10,925,863,253 --- HS2 – Budget £42.6 bn
CPI and SPI 0.957, CPI 0.893 – 3 decimal places - who is fooling who?
Clients and Sponsors, usually persuaded by consultants and government departments often request excessive levels of information and metrics.
Which they then do very little with.
Thanks for listening