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.
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)
Culture & Values
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
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.