Technical Program Abstracts

(PM)Project Management

 

(PM-2742) Performance Measurement of Egypt’s Construction Industry using Key Performance Indicators

Author(s)/Presenter(s): Ahmed Bahaaeldin I. Ghonamy; Dr. Mohamed A. El-Mikawi
Time/Location: Tuesday, June 26 from 5:15pm to 6:15pm / Coronado B (4th Floor)

Abstract:

[Level: Basic] This paper reviews the importance of key performance indicators (KPI) to evaluate and improve construction project management performance. A suitable research framework was established to select and determine KPI values. KPIs were collected from previous researches then face to face interviews with expert engineers to select most appropriate KPIs within the Egyptian market. A questionnaire was designed and 162 senior engineers responded to ranking KPIs.

The paper provides six KPIs that were used to measure project management performance efficiency and evaluate the performance of contractors in Egypt. The results confirm that using KPIs are essential because they assist construction companies in recognizing their strengths and weaknesses and carry out unremitting enhancement and improvement. The research methodology is applicable in other countries with some modifications.

(PM-2774) Project Lifecycle Stakeholder Management

Author(s)/Presenter(s): J. Michael Devine, CCP; Rachael Konke
Time/Location: Tuesday, June 26 from 2:15pm to 3:15pm / Coronado B (4th Floor)

Abstract:

[Level: Basic] While much literature and guidance has been developed regarding stakeholder management within a mature organization, fewer bodies of work have addressed this need during a project’s lifecycle. Therefore, this paper focuses upon stakeholder management over the lifecycle of a project with some examples and discussions related to nuclear sector construction or decommissioning. One should note however, that the examples provided in this paper are also relevant to, and can easily be translated to any project within any sector.  Some stakeholders are “more important” than others over a project’s lifecycle, this paper will also clarify this aspect of project management and delivery.

The term “Stakeholder Management” at times has carried negative connotations. However, through exploration of the lifecycle of a project, and the role that different stakeholders play at different times, one can understand how efficient stakeholder management is critical to the delivery of a project.  A well, thought-out plan, with a valid stakeholder strategy and engagement schedule, that logically reflects the work schedule, is just as important to the delivery of a project as the brick and mortar.

(PM-2782) (Presentation Only) Pacesetter Project Performance with Total Cost Management

Author(s)/Presenter(s): Dr. Nick J. Lavingia, PE
Time/Location: Tuesday, June 26 from 4:00pm to 5:00pm / Coronado B (4th Floor)

Abstract:

[Level: Intermediate] In spite of increased use of sophisticated computer programs for estimating, planning/scheduling, project controls and 3D/4D modeling, industry benchmarking has consistently shown cost and schedule overruns on many projects. This practical presentation discusses how total cost management tools such as economic analysis, cost estimating, planning/scheduling, benchmarking, contracting/procurement, performance measurement, cost control/forecasting, progress reporting and finance/audit can help achieve pacesetter project performance on a consistent basis. Examples from both large and small actual projects will be presented to show how these tools can be effectively used to provide predictable outcome to support management decision.

(PM-2886) Improving Portfolio Management through Integrated Master Schedules and Dashboard Analytics

Author(s)/Presenter(s): Jodie Leeka, PE; Rick Weston, PE; Ryan Mextorf; Bo Johns
Time/Location: Tuesday, June 26 from 11:30am to 12:30pm / Coronado B (4th Floor)

Abstract:

[Level: Basic] On time and on budget: these are targets not easily achieved—and often missed. The specific project management practices that drive success are challenging to identify, let alone adjust as the project proceeds. As the backbone to project management, project schedules and related reporting struggle to provide actionable, insightful information and often fall short of integrating project dependencies and shared resources across programs and business units.

A comprehensive integrated master schedule (IMS) can break down siloes between project stakeholders, consolidate disparate information, and track progress holistically. Data-driven dashboard reporting tools can then integrate related project data such as cost and risk, analyze progress against program benchmarks, and visualize progress.

By first developing a comprehensive, integrated, and confirmed master schedule, then utilizing dashboard reporting and schedule analytics, organizations can reduce the likelihood of human error in the reporting process. This increases confidence across the leadership levels of the portfolio and enabling objective, data-driven decisions to improve project delivery.

(PM-2955) Utilization and Multiplier – Which to Use and Why?

Author(s)/Presenter(s): John A. Kuprenas, PE; Brandon Hays
Time/Location: Tuesday, June 26 from 10:15am to 11:15am / Coronado B (4th Floor)

Abstract:

[Level: Intermediate] Every professional services organization is faced with challenges beyond the actual performance of work.  One of the most important is running the business of the enterprise.  This paper will explain financial management tools used by engineering and construction management firms and highlight two different key metrics – utilization and multiplier.  The paper will explain how each is calculated using income statement data.  The appropriateness and relative strength of each measure is also analyzed based on type of service (i.e. construction management verses design) and type of contract (i.e. time and materials with a maximum value verses lump sum).  Conclusions will describe management lessons learned from past experience and implementation tips for newer businesses, including creating measures at task and subtask levels.

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