PrevIOUS SEMINARS

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   Sep 25, 2019   Implementation of PPP Delivery Model in Infrastructure Projects

Abstract:

 Public Private Partnerships are being increasingly used as the preferred delivery model for infrastructure projects delivery. However, the model’s implementation has been met with success in some instances and marred with failure in others.The speaker will walk us through the P3 delivery process and reflect on the delicate balance in risk transfer that drives PPP utilization as a delivery model for infrastructure. 

About the Speaker:

 Stephane Chapuis is Turner & Townsend Infrastructure Director for Canada. Throughout his career, Stephane has led delivery teams on many transformative infrastructure projects across the globe, including: the Sydney Metro Northwest PPP project in Australia, Qatar Rail, and Gautrain in Johannesburg - South Africa. 

  Aug. 22, 2019  Driving Project Controls Maturity Through Software Adoption - PRISM G2

Abstract:

This presentation discusses the difficulties present when introducing a robust project controls system in an immature project management environment and the benefits of using the implementation of software to drive project management maturity. We will explore how to successfully implement a robust software solution like ARES PRISM software in a manner that will overcome the given challenges and provide the greatest benefits.

About the Speaker:

Ettorino (Ett) Di Giovanni is the PRISM G2 Product Manager at ARES Project Management, LLC. He is an experienced Product Manager and is responsible for liaising between sales and development to ensure ARES PRISM has all of the desired functionality to meet customer needs.

 June 25th, 2019: Impact of Changes to Ontario Construction Act

About the Presentation: Ontario’s new Construction Act was put into force in July 2018, with the bigger changes coming into effect in October 2019. The speaker will walk us through the main highlights of the new act changes and provide an insight on how it impacts the construction industry in Ontario : from bringing clarity to P3 / AFP projects roles and definitions, to introducing prompt payment provisions, holdback release and adjudication for payment disputes.

About the Speaker: Benjamin Stupple is a trained UK Barrister and Chartered Quantity Surveyor (MRICS) with in-depth knowledge of construction contracts, claims and dispute resolution. Ben has worked on projects in Europe, Asia, the Middle East and North America with experience across a wide range of sectors and on projects in excess of $3.5b. He currently works as a Senior Consultant for Turner & Townsend. 

 May 14, 2019 - Thoughts on the Past and the Future of Cost Engineering 

Manjula Dissanayake is a Project Services Manager in the Project Center of Excellence with BHP. He currently serves as Chair of the AACE’s Total Cost Management Analytics (TCMA) special interest group and Decision and Risk Management Subcommittee.

With 20 years of project services experience, he has provided cost, scheduling and risk analysis services for owners and contractors in the oil & gas, mining, pipeline, and industrial construction sectors.

Manjula has published over 15 journal and conference publications related to project performance analytics and is currently focused on developing predictive analytic strategy and capabilities for project planning and controls.

Manjula received his Ph.D. degree in Construction Engineering and Management from The University of Alberta (Canada). He is a Certified Cost Professional (CCP) and a Professional Quantity Surveyor (PQS). -

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PREVIOUS SEMINARS CONT'D

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April 25, 2019 - Importance of Scheduling in Project Management

 

Project Management is a board term applied to various aspects of managing a project. Most Project Managers

with PMP designation sees themselves as individuals providing customer service to the client. Within that

terminology they tend to lapse on some of the important controlling factors that impacts the project. While

accounting for the successful completion of the project many project managers and field superintendents focus on the work that is being done in the field but do not care much about the planning-monitoring and controlling

process which are the back bone for the project life cycle. From this paper the reader will understand the importance of planning and scheduling for the successful life cycle of any project. This paper will highlight on the planning done behind the scenes, the tools available and the need for the project managers not to under estimate the plan and schedule developed by the planning team.

March 17, 2019 - Presenting an Estimate to Your Client, by Ernesto Llorens

Presenting a cost estimate is often assumed as a technical endeavor packed with tables and numbers. The process followed to prepare for the presentation should go far beyond the numbers but it tends to be overlooked.
This workshop will debunk commonly accepted myths and provide you with simple and practical tips that will help you design and deliver a successful presentation of the project cost estimate. It will cover the whole process, from selecting the presenter, through all the required preparation stages until the delivery of final presentation. 

February 21, 2019 - Business Case for Enterprise Projects Performance Software, by Kim Allan

High predictability, being as accurate as possible as early as possible, has historically been difficult and particularly in Engineering & Construction projects. Project complexity, limited visibility into Today’s world-class organizations have all implemented Enterprise Resource Planning (ERP) systems. They wouldn’t dream of trusting their financials, analytics and reporting to the uncontrolled, unstandardized world of Excel and point solutions. And yet, this is precisely what many of them do when it comes to projects – the engines of their strategic and financial growth.

The Enterprise Projects Performance (EPP) system is the counterpart to the ERP system. With a mission to maximize returns (for project owners) or margins (for contractors), EPPs provide visibility across an organization’s full projects lifecycle, aligns strategy with project execution, and drives better decision making for all project stakeholders. So why don’t executives seem to care about the EPP platform.