troy burton ross hall - project controls...

Troy Burton Major Projects Director

Ross HallMajor Projects Commercial Manager

Project controls in a

challenging major projects

environment

Aurecon D&C Experience

Project Examples

Work Breakdown Structure

Earned Value

Change Control

Agenda

1. Grafton Road Bridge

2. Westgate Tunnel Project (WTP)

1. Caulfield to Dandenong Level

Crossing Removal Project (CTD)

3. CityLink Tulla Widening (CTW)

4. Regional Rail Package E (RRLE)

1. Torrens Road to River Torrens (T2T)

2. City Tram Line Extension (CTLE)

1. Toowoomba Second Range Crossing

1. Moreton Bay Rail

1. Warrell Creek to Nambucca Heads

(WC2NH) - Pacific Highway upgrade

1. Wickham Transport Interchange

2. Newcastle Light Rail

1. WestConnex (WCX)

2. NothConnex (NCX)

3. Moorebank Inter-modal Terminal

1. Frederickton to Eungai (F2E) -

Pacific Highway upgrade1. Northlink Southern Section

2. Lloyd Street Rail Bridge

Aurecon’s current D&C projects

Significant $

Multiple modes

Mostly D&Cs

Australian construction outlook Major transport infrastructure projects

WestConnex New M5

CAPEX circa $4.0bN

20 months design delivery

More than 14,000 drawings

Over 500,000 hours

In excess of 200 FTE

NorthConnex

CAPEX circa $2.9bN

22 months design delivery

More than 9,500 drawings

Over 350,000 hours

In excess of 100 FTE

Frederickton to Eungai

CAPEX circa $505m

12 months design delivery

More than 1,500 drawings

Over 65,000 hours

In excess of 50 FTE

Wynyard Station Upgrade

CAPEX circa $130m

18 months design delivery

Approx. 1,000 drawings

Around 30,000 hours

About 20 FTE

Typical challenges

1. Package Breakdown (WBS)

2. Design Review Workflows

3. Earned Value

4. Change Control

How are the real costs of

Project Controls perceived?

Is its value not realised,

resulting in difficulties down the

line?

Good project controls deal

with these issues

Controls match the project

size and complexity

Project controls

Wynyard Station Upgrade

Package breakdown (WBS)

700 drawings

5 packages

140 drawing per package

(average)

WestConnex New M5

14,000 drawings

250 packages

56 drawing per package

(average)

NorthConnex

9,500 drawings

200 packages

47 drawing per package

(average)

Frederickton to Eungai

1,500 drawings

20 packages

75 drawing per package

(average)

Balance between construction

schedule and efficient design

effort

Consider the phased delivery of

packages (typically Civil first and

M&E later)

No packages with more than 300-

400 drawings as management

prior to submission and during

comment closeout can be heavy

WBS Lessons & Tips

Design review workflows

The Challenge:

Typical delivery schedule for design, upwards from 10 packages per week, every week

• Collaborate

• Efficient

• Accurate

• Timely

• Latest

• Compatible

• Reduce rework

• Reduce cost

• Reduce time

• Increase

performance

• Increase quality

=

Design development process

Mandated

review

periods

3 weeks 3 weeks 4 weeks 8+ weeks

30-34 weeks typical

Common user-friendly platform

Workflow and

task automation

Reporting and

real-time tracking

Secure environment,

varying levels of

access

Client and

stakeholder interfaceTeam collaboration Remote access Transmittal tool

Digital check

rooms

The Solution - GeoDocs

Team My Zone Search

Maps

Tracking deliverable progress

Document 1 Design Details for A D&C 1 Design

Package A

Document 2 Design Details for B Design

Package B

Document 3 Design Details for C Design

Package C

D&C 2

D&C 3

Aurecon

Aurecon

Aurecon

AUR-PCK-

1000

AUR-PCK-

1000

AUR-PCK-

1000

1 2 3 4

WIP IR CR PUB

Mandated Steps Package Owner

Dashboard - weekly progress

Document 1

Document 4

Document 5

Document 3

Document 2

Document 6

Earned value

Balanced, consistent reporting for internal and external stakeholders

Develop Concept Design Substantial Detailed Design

DCD Gate Overall SDD Gate Overall

Not Yet Started 0% 0.0%Planned for

Commencement1% 25.6%

Design Commenced 5% 1.3% Design Commenced 5% 28.0%

Design / Engineering at 30% 20% 5.0%Design / Engineering at

15%10% 31.0%

Design / Engineering at 50% 30% 7.5%Design / Engineering at

30%20% 37.0%

Documentation at First Draft 50% 12.5%Design / Engineering at

45%30% 43.0%

Documentation at 60% 60% 15.0%Documentation

Commenced40% 49.0%

Issued for Internal Check 75% 18.8% Documentation at 50% 50% 55.0%

Issued for Check Room Review 85% 21.3%Documentation at First

Draft60% 61.0%

Design Updated / Review

Complete90% 22.5% Issued for Internal Check 75% 70.0%

Submitted for External Review 95% 23.8%Issued for Check Room

Review80% 73.0%

Responses Submitted to

External Comments100% 25.0%

Design Updated / Review

Complete90% 79.0%

Submitted for External

Review95% 82.0%

Responses Submitted to

External Comments100% 85.0%

Only One Earned Value Process

DJV paid for WIP not just intermediate and long duration

milestones

Balance milestone payments with WIP (cashflow)

Transparent process prevents over-earning

Earned Value

The accurate collection of progress

data can then be used for:

Project Management through Prism

or similar

Client Reporting

Invoicing

Delivery forecasting

Change control

Change control in action

Change control

analysis

Large D&C project are here to stay

Project Controls are essential

Provided examples based on recent &

current successful delivery of projects

Key is…

Conclusion:

o WBS: Balance number of packages

o Understand and apply workflows

o Earned Value: Essential to get right

o Change Control: Can’t not have

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Troy Burton

Major Projects Director, Aurecon

E Troy.Burton@aurecongroup.com

T +61 421 898 040

Ross Hall

Major Projects Commercial Manager, Aurecon

E Ross.Hall@aurecongroup.com

T +61 405 822 151