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Digital Project & Portfolio Management

What’s all the fuss?

1. Summary

Digital is a strategy that drives business transformation, using new technology and new processes to

make work easier and faster, with better outcomes for “task at hand”, using more intuitive and

pervasive technology. The “task at hand” is dictated by the business use – sales, customer service,

project management, work order fulfillment, and anything else. Digital is often associated with

collaboration systems like Twitter and Skype that bring people together in real-time across boundaries.

To “do” digital, business leaders must think beyond specific technology and to think about how

information can be shared together and used as a collaboration tool to speed decisions and improve

outcomes.

To be successful with digital, understand your goal and start to reimagine your business in new ways

with new ways of doing work. With respect to project and portfolio management systems: start to

reimagine the projects you do and how you can bring data together in a single-source from multiple

diverse systems, to achieve new models; look at how you can engage people with information to help

them know what to do, and to collaborate with the team members they need; and, dive deep into the

analytics to understand what is happening in your portfolio and in each individual project in order to

drive actions that will keep your projects on-time, on-scope, and on-budget.

A key next step is to ensure you have a project leader in place who has vision and courage to bring the

project team together and drive organizational and process transformation with integrated project and

portfolio management systems. Another step is to build your project team with cross-functional

representatives from within your business. Finally, you must also find key people for your project team

who are already “doing digital”. These can include consultants and product companies who have

experience in helping organizations with process redesign, system integration, and “digital” products.

Finally, the time to start your digital journey is now. Get bold, and start planning your digital project and

portfolio management future.

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2. What is Digital?

Digital – binary systems of ones and zeros? Everyone is talking about going digital, but what’s all the

fuss about? Haven’t we been going digital since the 80s when mainframes were commonplace, mini-

computers were peaking, and PCs were coming into their own? Haven’t we been adopting new

technologies like iPhones with apps and wireless collaboration?

Everyone’s talking about “digital”, so something more must be happening. (And, it is.)

Unfortunately, “digital” as a concept is like “CRM” in the early 2000s. Just as everything then was CRM,

everything now is digital. Digital is on a fast-path to becoming over-used jargon. But at the same time,

it is real, and it is important. Don’t get bogged down by the term. Everyone’s talking about it, so it is

important to understand it and pursue the benefits of digital.

As a generalization, “digital” refers to a dramatic transformation of a business to bring people,

processes, and technology together in new ways, across departments, space, and time, to dramatically

alter business performance. Digital drives a new way of doing things and it is enabled by the rapid

confluence and emergence of a variety of disparate technologies. For example, with digital it is easy to

access data across networks, start and collaborate business processes on mobile devices, enable

electronic delivery of information, and drive value from accelerating and completing business functions.

You should be able to do this wherever you are and whenever you’re there. So, for instance, if you are

working on a construction project and you see some rebar sticking out of the ground in a random spot,

you can report a safety concern by simply opening up an integrated project application on your phone.

You would snap a picture of the rebar, dictate a note, and submit the report. Key points here: it is easy

to do; the technology collects key information (GPS location, picture, dictation); and it can be done from

anywhere (online wireless or off-line and synched later).

Digital can be applied to any part of a business. Customer Service? Blending new ways of initiating

contact, knowing the customer’s context (place, experience, etc.), with new ways of communicating,

pulling customer records, routing contacts to the right agent, recording interactions and so on.

Operations? Real-time monitoring of equipment and people through the internet of things, collecting

data in O&M systems, analyzing it and automatically planning for maintenance, or instantly alerting to

exceptional conditions. Sales? Connecting tightly with customers and delivering customized products

and services that perfectly fit their needs – such as using a loyalty card to know what a grocery customer

typically buys, and when, and where, and then forecast their needs, and send them personalized offers

leading up to their regular shopping day and in-store, offering them promotions on regular items (to

increase their cart-size or even to reduce store inventory), and cross-sell or up-sell items (introducing

them to new products with higher margins or which will increase their cart size), or substitute items (for

example if the grocery chain has a promotion from a supplier), and even recommending new products

and services entirely (like a cross-promotion with a bank or car dealership).

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Key benefits of digital boil down to improving user experience and boosting productivity. It eliminates

stacks of paper and the resulting shuffling of paper, red-tape, and delays. It is scalable and fast.

Digitization of business processes drives reduced costs and reduced time to market. It also improves

governance with higher transparency, and auditability of who touched what, when, and even why. Key

digital transformation elements are customer experience, operational agility, and workforce

enablement.

As an example of the benefit an organization should expect, Gartner's CIO Agenda1 points out that

organizations are pursing digital initiatives to:

• Drive more through digital channels,

• Empower employees through digital channels, and

• Reduce costs.

Digital relies on technologies that are common to us today in the practice of playing around on our

phones with LinkedIn, Facebook, FaceTime, and gaming. Key elements of digital can include: social,

mobile, cloud technology, digital assistants (e.g. Amazon Alexa), the “Internet of Things”, Digital Twins,

3D modeling, location services, Artificial Intelligence, robotics, analytics, blockchain, identity

management, and more. Imagining business structures and functions and interactions in different ways,

and using these technologies together for business advantage is “digital.”

Digital transformation is driven by a need to dramatically change – perhaps in the face of accelerating

competition like product development cycles, volatile revenue streams and critical cost management

disciplines like in resource industries, or heightened EH&S sensitivity across industries. It’s all about

getting ahead. This is the foundation of the digital strategy, which is the call to action for digital

transformation through concrete actions and firm goals.

As a warning about “digital” efforts. Digital is at the peak of hype – meaning that it is big on promises

and can be short on project delivery. Digital projects are often risky, and it is hard to get skilled people.

Also, remember that you have traditional projects and legacy projects that are on-going in your

organization and need their share of care and time to make them successful. Still, you must find ways to

pursue digital transformation.

As another caveat about “digital”, we may be near the end of the hype. Did you notice that the last

paragraph said we are at the peak of hype? And now you’ve just read we’re at the end? Yup, the

“digital” terminology may be just that fleeting, but the concept and the value is pervasive and enduring.

Digital as a management concept has been around for a few short years, and has been getting more

1Basso, Monica. “Gartner's IT Market Clocks for 2016: Digital Transformation Demands Rapid IT

Modernization”. https://www.gartner.com/doc/3466218/gartners-it-market-clocks-digital

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visibility (e.g. peak of hype). Early adopter businesses have been integrating systems and adopting new

technologies – like Skype conferencing and now Microsoft Teams and integrating legacy technologies

together with IoT. Don’t stop now. These digital concepts are just starting to permeate business areas

and driving new capabilities. (Spoiler alert … that is what this paper is all about after all, Digital Project

& Portfolio Management).

As a footnote to this discussion, “digital” is often caught up in more jargon like “agile”, “devops” and

other techno-euphemisms. Don’t get white-washed with those. Digital is not about technology. It is

about business innovation with technology. It is about people. It is about processes. It is about change.

To summarize, “digital” is all about transformational change, by taking advantage of new technologies to

bring together people and information, and drive action. If you haven’t started “getting digital”, the

time to do it is now.

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3. So, what is “Digital” project and portfolio management?

Before we dive into this topic, it is important to call out the difference between digital project managers

and digital project and portfolio management systems. Digital projects need project managers. These

people are often referred to as digital project managers (or DPMs)2.

So, to shift focus to a Digital Project and Portfolio Management System, what does it mean to transform

your project and portfolio management practices with “digital”? What is a Digital Project & Portfolio

Management system? There are a few keywords that you might look to that will describe a Digital

Project & Portfolio Management system:

• Single-source-of-truth,

• Collaborative,

• Flexible3, and

• Different.

“Different” means that your PPM system provides you different ways of working than you’ve had

before. The PPM isn’t just a schedule and a place to capture costs. It gives you new ways to visualize

and understand data, assign and complete work, identify issues, and work to progress the project.

If you consider the Project & Portfolio Management (PPM) system space as a spectrum, on one end it is

occupied by traditional, legacy PPM tools focused on Gantt charts and resource management. These are

are tried, true, and trusted. On the other end of the spectrum a huge number of PPM upstarts

promising easy, lean, and collaborative tools are evolving. These may not even look like a schedule, and

many don’t have any resource management. The PPM space is mature, but the Digital PPM space –

adding digital capabilities as discussed above into PPM – is just emerging. DPPM systems increase

communication and transparency, and make it easier to make decisions faster. They bring together

information about how one project affects people, equipment, and materials within a project, and how

one project affects other projects. The DPPM also integrates with other departments within a company

– like engineering, finance, accounting, HR, and procurement – and even different parts beyond a

company –like third party engineering, procurement, and construction contractors or subs. The drive to

DPPM is all about improving project efficiencies, driving towards on-time completion, hitting scope

objectives, improving quality, reducing costs, and limiting risks.

2 As a footnote … a Digital Project Manager (DPM) deals with projects in similar ways as traditional projects – using

a methodology like agile, bi-modal, or devops, creating a schedule, managing risks and issues, and dealing with

people. The big difference between a regular PM and a DPM is that a DPM deals with projects that, by definition,

are digital, and at the same time are risky and involve unstable scope. 3 Being careful here to user the word flexible, and avoid “agile” specifically, as that often describes the

methodology and not the ability to adapt.

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So, what should you watch for in a Digital Project & Portfolio Management (DPPM) solution?

• A single-source-of-truth. The DPPM houses all portfolio and project information, providing you

one place to go for all answers about any project.

• Adaptation to allow for agile and related methodologies that allow for greater collaboration by

the project team. These need to be implemented in a bi-model manner, allowing for traditional

waterfall project plans to embody the agile processes. In software projects you see support for

actual agile boards, and in construction projects you see support for workface planning or

advanced work packaging.

• Integrated workflow systems that cover planning and scheduling; estimates, budgets and costs;

resources; documents and deliverables; risks and issues; change management; HS&E; and more.

• Communication and collaboration engines – allowing multiple parties to work together. These

parties can be all within a department, across departments, including contractors, and across

contractors and even other stakeholders. The collaboration tools include Slack and Microsoft

Teams for unstructured communication, as well as process management solutions that allow for

people to initiate and participate in structured workflows for hazard identification, change

requests and other processes.

• Centralized document and digital asset management – including the ability to host digital assets

in a centralized environment, where people can create or upload them, collaborate on them,

and participate in processes about them (e.g. reviews and approvals). Also, like legacy

document management systems, the digital asset management system must allow for version

control and backups. The digital asset management system must be tightly integrated with the

project and portfolio management system, and allow team members to quickly find digital

assets related to their assignments. Also, at the end of the project, it must allow for easy

publishing of the digital assets to operations systems, as part of a Digital Handover.

• Embedded analytics that allow seeing portfolios, projects, resources, costs, issues, risks, and

other key metrics from 10,000 feet, and then providing the ability to drill-down into the details,

right to an activity or cost. The analytics must provide the ability to look at data by various roles

– executives and project sponsors, project managers and engineers, cost controllers, document

controllers, field workers, procurement, and even a variety of third parties. The analytics must

use various meta data, such as the project or activity priority to allow uses to see information

they way they need – such as a list of assigned activities by critical path priority, or recurring

revenue impact.

• An enterprise DPPM provides visibility across all projects and programs for an organization. It

has the flexibility to let project teams plan and work as they need to (again, back to waterfall or

agile approaches). It provides security so that people can only see the work they need to see. It

also provides transparency among projects and across portfolios so that you can easily see how

projects affect other projects with dependencies, resources, and other constraints. The visibility

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doesn’t overwhelm the user with data and noise. It helps a user focus on exceptions that need

action, and drives behaviours that improve project successes.

• The DPPM will allow differentiation – so that it can adapt to new tools that may be created and

adapted to specific project needs, or new project methodologies. (This may go against some of

the other principles of a DPPM, but is in the spirit of the digital transformation.)

• The DPPM must be easy to learn and easy to use.

• The DPPM must be enabled with industry-leading security & permissions. This ensures that only

the people who should be able to access and interact with the information can.

A word of caution, a digital project and portfolio management system can “lock in” the way you work.

That is great for supporting a specific kind or size of project – or even a particular project – but it may

complicate the way that other projects work. For example, a DPPM might be tie together your schedule

and your project document management system. That might work for 90% of your projects. But, then

along comes a new project that needs a different type of document management. At that point, your

digital project and portfolio management system will need to adapt for the new project.

Of course, nothing’s as certain as change. Change can come in the form of evolving corporate culture

and leadership, and evolutionary or revolutionary technology – such as new and different collaboration

solutions. Again, your DPPM must allow for flexibility.

What about different types of DPPM systems for different types of projects. For construction projects,

for example, they are in the process of rapid changes. It used to be that construction projects were

managed with reams of paper, shovels, and muddy boots. Today, the engineering and construction

industry is accented by the uninterrupted flow of data and communications. Everything from handling

plans as 3D models, to laser and GPS grading are all managed through systems.

Construction management software helps owners, engineers, project managers, planners, schedulers,

controllers, estimators, superintendents, supervisors, construction teams, and vendors4 to automates

tasks, and connect information and people. This allows the engineering, procurement, and construction

process to be more agile, faster, and have more successful outcomes.

An EPC project covers a lot of territory, and the Digital EPC PPM system could imply a lot of integration.

4 Who did I forget? Really, it is everyone involved in a construction project.

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As shown in the picture above5, the following digital additions and integrations might be part of a DPPM

to dramatically improve engineering, procurement and construction projects:

• BIM: Building Information Management systems. BIM provides a 3D model of a building with

object attributes, and relationship between individual components. The use of BIM provides a

“digital twin” – allowing for a variety of modelling and understanding throughout the life of the

project. BIM provides better estimating – for instance allowing easy and accurate calculations of

5 Each day I remember or learn of another system that could be part of this picture. As an example, Augmented

Reality was added to this document as a late edit, with the release of Microsoft’s HoloLens 2.

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the volume of concrete required for a building. BIM can be integrated into the PPM system to

provide 4D and 5D models of the construction project (where 4D is the build across time, and 5D

includes cost across time). These integrated models help to reduce “collisions” and improve

financial planning. BIM and the 4D model can also be integrated with the supply chain – helping

the purchasing team understand when and where they need to have items delivered. When

integrated with other project systems. Finally, BIM when used as a reporting system provides

an easy way to visualize project progress, issues, late activities, procurement issues, and other

key performance indicators and predictors.

• Augmented Reality: With tools like Microsoft’s newly released HoloLens 26, the ability to view

3D models, superimposed on a site through augmented reality, is now supported with the

hardware and user interface to make this experience possible. Standing on a construction site,

the worker can review design models overlaid in the context of the physical environment.

• GIS: Geographic Information Systems provide mapping of where things are happening. A

project or portfolio of projects may be spread over a big geographic area – for example a

railroad, pipeline, or drilling projects. Integrating your GIS with your PPM system allows you to

visualize your projects in different ways. Where do you need materials delivered? Where are

you experiencing risks, issues, or delays? Who is working on what part of the project and

where?

• Schedule collaboration allows owners, contractors (and subcontractors) to share and work on

schedules – both the planning and the progressing. They can all work together on one schedule

or on multiple integrated schedules, with appropriate permissions to ensure people only see

what they are supposed to see, and that they don’t overwrite information.

• Document Management – as mentioned above – but enhanced for engineering and construction

management to track submittals and transmittals, as well as to handle business processes that

traditionally were handled by paper trails, such as RFIs and change requests.

• Expanding on that thought, automated business processes for change requests allow for change

requests to rapidly flow through levels of analysis and approvals. For example a change needs

an engineer to evaluate and change the design, an estimator to evaluate the cost impact, a

scheduler to evaluate and do what-if analysis on the critical path, a cost controller to look at

how the change will be paid for, an executive to approve the change, and ultimately

communication of the change approval (or rejection) to everyone to make the change in

drawings, procurement plans, schedule, budgets, and work packages (and releases). All of this

can be managed electronically with tracking and escalation paths to ensure the change request

happens in a matter of hours, rather than days or weeks. This type of automation also applies

to other engineering, procurement, and construction business processes.

• Seamless billing and invoicing solutions which allow for labour, equipment and materials entries

and approvals, and subsequently electronic payments. These may be run by a “middle-man.”

6 https://blogs.microsoft.com/blog/2019/02/24/microsoft-at-mwc-barcelona-introducing-microsoft-hololens-2/

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The digital automation provides an incentive for better work completion, and can also drive

costs out of the system.

• Project-driven-supply-chain: Getting the right materials to the right location at the right time for

on-site construction reduces costs and increases productivity. It also reduces the cost of

expediting materials to sites, as they are planned better, and regular scheduled delivery is more

reliable. Project-driven-supply-chain requires integrating your design and engineering systems,

which list the tagged and bulk materials that need to be procured as part of a quantity take off,

with the schedule which outlines when materials need to be delivered (and where if you have

GIS integration as well), and the procurement systems. This is a complex integration, but carries

real ROI when done well. In addition, it may be supplemented with automated business

processes.

• As a facilitator of BIM integration and Project Driven Supply Chain, integrated 3D drawings and

models with smart P&IDs (Piping & Instrumentation Diagrams), PFDs (Process Flow Diagrams),

tagged items, and bulk material can be linked to every piece of facility data down to the

construction work package. This allows for the creation and management of interesting digital

models.

• Logistic tracking with GPS and real-time location information, provides procurement teams the

ability to know exactly where shipments are and tighten scheduling. Real-time tracking has

recently emerged as a viable, cost-effective, and reliable information system, as GPS, RFID,

batteries and small generation devices, big-data, and other technologies have helped to

complete the picture. With logistics tracking connected to your SCM system, schedule, and

reporting, you can get early notice of late or delayed shipments and either modify your schedule

to accommodate that, or take actions to expedite the shipment.

• Digital construction monitoring provides an automated method of monitoring. That is, all the

steps you normally take to track and monitor your project, but done digitally via a computer

system that uses bits and bytes rather than paper and phone calls and site visits. This includes

having project team members see their assignments on tablets or smart phones, and provide

progress updates in real time.

• In a related notion, drones - Unmanned Aerial Vehicles (UAVs) - are having a rapid impact on

construction. Through surveys and orthomosaic maps, EPC teams can get detailed updates on

the progress of a construction project. EPC teams are using drones on scheduled "fly-bys" to

record progress, and with ad hoc flights to check measurements, performance, quality, safety,

and other project factors. The mapping and survey data provide baseline and progress

information, as well as it serves as an aid for things like developing crane lifting plans and access

routes. UAVs are also very efficient and can capture and provide information for analysis in

minutes versus what might take days to measure manually.

• Quality checks and remediation tracking is done through automated business processes. This

ensures that items that need inspection are inspected, and follow-up work to correct defects is

done. With digital tracking, it is easy to see what needs to be inspected, to forecast and

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schedule the inspection, and to audit that the quality check was done and that corrections were

made. The digital tracking can be linked to scheduled activities so that if an inspection and

remediation will impact delivery and scheduled work, that is explicit. Check-sheets and

processes can be supplemented with photos and (in the event of automated and connected

metering) with the “internet of things”. On top of that, data collected about quality can be used

to evaluate vendor performance over time – which should lead to better decisions about which

vendors to work with.

• HS&E concerns and incidents can be easily reported and handled through to completion with

digital systems. Reports can be initiated from mobile devices, with supporting pictures, location

details and other information. Reports can be proactive – so that field workers can report

potential problems. Or reports can be made when incidents happen. The report can be tracked

through people that need to know, people who can fix issues, and final written reports. These

can be used for legal and regulatory purposes. The data can also be used for improving overall

HS&E, and (once again) evaluating vendor performance.

• The scope of a Digital Handover can be deep and wide. During the construction project, the

procurement, configuration, preparation and population of Operations & Maintenance systems

is undertaken. The concept is that with construction, you aren’t just delivering bricks and

mortar, but all the digital systems that are the heart and soul of the new building. Expanding on

this definition, the Digital Handover can also include a long list of integrated systems from

operations and maintenance management systems, to a wide variety of “Internet of Things”

sensors for system and safety tracking (e.g. # of cycles, temperatures, pressures, gas and liquid

levels, video, etc.), as well as a set of “Internet of Things” actors to do things (e.g. controlling

pressures, temperatures, volumes, etc.), to BIM, and more. The Digital Handover can also

include training users with simulated systems.

• On-site team member mobile and real-time collaboration with handheld and pervasive systems

like smart phones and tablets. These can be used at the workface for so many activities – from

viewing documents and drawings, to reporting progress and time, to documenting safety and

other meetings, to estimating costs, to initiating and participating in change requests, incident

reports, hazard reports, daily reports, or other business processes. Using mobile technology

and apps can help construction teams cut costs and project delivery time, improve quality,

and reduce the possibility of litigation.

• Making sure every team member goes home safely at the end of their shift is critical. Using

remote monitoring of your project team to track their location and safety contributes to this.

Remote monitoring can report falls, no-motion/person-down, gas sensors, check-ins, distress

alerts, location services, and two-way communications. Using this new-way of automatically

monitoring safety has a low-impact on efficiency and a very high impact on safety. Real-time

monitoring of the status of these systems can ensure safety. Real-time response to alarms can

save lives (and does). Along with that, connecting the monitoring into your project & portfolio

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management system can help you track the performance of team members, and feed into an

overall vendor evaluation.

• Understanding the location and movements of people and equipment through monitoring and

analytics. This can be enabled with a schedule that has location information to pull together a

baseline of who was supposed to be doing what, where, and when. Using location data –

potentially from the remote monitoring solutions – the schedule baseline can be compared to

the actual. This will help your project management team learn about efficiencies and how to

better schedule work.

• 3D Printing is a rapidly evolving construction technology. It is a new way to build assets in the

real world. There are engineering and code questions to be answered still. But, count on things

moving fast. Connecting a 3D printing system, to a 3D engineering model, and a schedule, your

digital system starts to come together.

• With integrated performance analytics bringing information together from across the

engineering, procurement, and construction lifecycle, insight can be gained, and better

decisions can be made with a better understanding of performance. What was the work

performance rate? How many defects in design or workmanship? How many issues? How

many incidents? How on-time & on-budget? Questions like these and many more can be

answered with information pulled from a single-source of truth for a project and a portfolio.

That was a lot to take in. As you can see, a Digital PPM for EPC projects could be broad. The DPPM for

an EPC may even be a temporary system, created for a single construction project.

Other industries will have similar implications but different integrations. For example, Digital PPM for

new product development may have integrations to CRM systems and logistics systems. Digital PPM for

the aerospace & defence industry may have integrations to engineering systems and subcontractors, as

well as very high needs for secure infrastructure.

What will your Digital Project & Portfolio Management system be?

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4. How do you “do” Digital PPM Systems?

The process of creating a Digital PPM System requires vision and some courage. Creating a DPPM is a

Digital Project on its own.

Most important to a Digital Project’s success is to have a leader with a clear vision of what the digital

strategy and vision is, and what the outcome will deliver. The leader needs to stay involved with the

project team, constantly sharing the vision and helping fuel passion for the project delivery. The leader

must also be flexible and willing to take some chances. The Digital Project leader must drive a focus on

organizational structure, process transformation, company culture change, work place design, and

integrated tools that will drive collaboration and communication among team members.

The makeup of the project team is a key success factor for a Digital PPM implementation. The project

team must be a cross-functional team that includes the key user communities. Also, the design,

development and integration teams should spend some time in the field with the user community, so

that they understand the challenges.

The project team must also include experts who are already “doing digital”. There are many consultants

and product companies that have invested in Digital PPM delivery and solutions, and have experience

that will increase success factors on your project, and reduce risks.

With the increased risk in a Digital Project, it is important that the project team carefully identifies and

manages risks and issues throughout the planning and life of the project. Some risks and issues

introduce change – scope, time, & cost – into the project. The project team must manage through the

change and ensure that “good change” is managed into the project, and “bad change” is managed out.

Other standard project steps include: scoping, planning and work design, development and integration,

testing, and maintenance. Among the key success factors for a Digital Project implementation are

ensuring excellent communication on the project.

You can’t talk about Digital without hitting on specific project methodologies, like Agile. But a Digital

Project doesn’t specify Agile, and the methodology you use doesn’t indicate directly drive success on a

Digital Project. It is simply the way of getting from point A to point B. The right methodology is a matter

of a project team’s skills, experiences, and preferences, and the nature of the project.

That said, taking a crawl-walk-run approach to implementing Digital PPM solutions will help with

success. To that end, selecting a “do-able” scope, and implementing it in steps that allow for

prototyping and piloting the Digital PPM solution will allow you time to plan and change business

processes and to change your business culture. Doing your Digital PPM project in iterations, moving

from the crawl to the walk, and the walk to the run, will allow for maturing processes and capabilities

that will help your Digital PPM vision become a reality.

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5. Bibliography

Want more information? Here’s the reference materials we used as input. There were way more web

pages reviewed, but these ones had good contextual information. Thanks to all the authors and

companies out there publishing great content on the web.

“Digital Asset Management for Project Managers.” Digital Asset Management. https://digitalassetmanagement.com/your-role/project-

manager/

“Digital Project Delivery.” KBR. https://www.kbr.com/Pages/DigitalProjectDelivery.aspx

“Digital Technology.” Dictionary of American History. COPYRIGHT 2003 The Gale Group Inc.

https://www.encyclopedia.com/history/dictionaries-thesauruses-pictures-and-press-releases/digital-technology

“Digital Twin.” Wikipedia. https://en.wikipedia.org/wiki/Digital_twin

“Microsoft Hololens Use Cases in the Construction Industry.” Feb 12, 2018. Intellectsoft. https://www.intellectsoft.net/blog/microsoft-

hololens-usage-in-construction/

“Project Delivery and Collaboration Software.” Bentley. https://www.bentley.com/en/products/product-line/project-delivery-software

“The benefits Digital Project Management in Engineering offers you”. Apr 9, 2018. AllPlan.com. https://blog.allplan.com/en/digital-project-

management

“Trimble XR10 with HoloLens2”. Trimble. https://mixedreality.trimble.com/

“What is construction management software?” Autodesk. https://www.autodesk.com/solutions/construction-management-software

“What is Digital Transformation.” The Enterprisers Project. https://enterprisersproject.com/what-is-digital-transformation

“Work-Alone Safety”. Blackridge Solutions. https://blackridgesolutions.com/workplace-safety.html

Amess, Hannah. “The Blueprint for Digital Project Management Success.” Zazzle Media. 2018. https://www.zazzlemedia.co.uk/blog/digital-

project-manager-traits/#gref

Barbero, M. C., Harrin, E., Romano, L., Colasuonno, F., & Siani, N. (2016). Next generation project management software: Digitalisation and

Collaboration. Paper presented at PMI® Global Congress 2016—EMEA, Barcelona, Spain. Newtown Square, PA: Project Management

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6. About Western Principles

Western Principles is Canada’s most experienced partner for the Microsoft Project & Portfolio

Management suite, SharePoint, UMT360, and FluentPro.

We have been in business and helping our customers with their PPM implementations for 13 years, and

have done over 100 implementations of Microsoft Project.

Ensuring client success in their project endeavours is our primary goal. Whether the project is just

beginning or needs to be guided towards a positive completion, our project team have the skills and

experience required to deliver results.

We partner to reduce risk and deliver great solutions:

We are a Gold Partner for Project & Portfolio Management. Even for the largest firms in

the world, Microsoft works with customers directly through their Partner Network, and

relies on partners to help deliver better solutions to its customers. Microsoft Gold

Certified Partners are Microsoft’s most highly accredited independent solution

providers.

We are a Gold Partner of UMT360 (and the only Gold partner in Canada). UMT360

provides a series of solutions that extend the value of your Microsoft Project Online or

Project Server investment. Western Principles sells and implements UMT360 solutions.

We are a FluentPro Preferred partner and reseller, and the only Preferred Partner in

Canada. FluentPro provides a suite of administrative solutions that improve the

capabilities of Microsoft Project Online – such as your own backups and migration

between environments, as well as FluentPro PMO.

We are a customer and participate regularly with Gartner – a research and advisory

firm. We use the Gartner team to provide us with an understanding of the PPM market

and customer needs. This helps us shape our offering and bring our customers the best

set of consulting practices available in the space.

Western Principles offers a variety of services, including:

Microsoft Project Online/Server

implementation

Partner product implementations

Strategy Consulting

Operations Assessments

Project & Portfolio Visibility

Cost & Change Controls

Project Scheduling

Portfolio Selection & Management

Project Risk Analysis

Resource Optimization

Migration to Microsoft Project

Online

Change Management Consulting

Training and Support

Sustainment Services

Staff Augmentation