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Featured Project:The Wroclaw West Bypass, Poland

Trusted by the world’s largest projects

How strategic alliances and alternative delivery models drive project successWith

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Agenda

IntroductionIndustry SuccessLive DemoQ&A

Norman Anderson, CG/LA Hans Hoppe, Parsons Steve Wilson, AconexAll

Norman AndersonPresident & CEO

  

Objective: Double the level of infrastructure investment

1. Focusing on project (deal) creation

2. Getting the right parties working together

3. Enabling the best talent to work as productively as possible

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About CG/LA

• Founded in 1987 to focus on strategic infrastructure project creation

• Work with both public and private sector entities, bringing people together to make projects happen – in the US, Europe, the Middle East, Asia, Africa and Latin America

• Perspective is derived from three initiatives:Leadership Forums | Blueprint 2025 | GlobalViP

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Why alternative delivery and financing models?

• Project complexity is Increasing• Infrastructure risk is increasing• Infrastructure is expensive• Project size is increasing • Project complexity is increasing• Global infrastructure demand is growing

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What do we see in the future?

• Continued growth in project size and complexity• Increased global adoption of PPPs• Greater process standardization • Further adoption of project-wide systems • Increasing number of projects managed through alternative

delivery and financing models

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Challenges to reaching those projections

• Controlling documents on a massive scale

• Complex, cross organization and cross geography communication

• Guaranteeing access and security• Managing risk & penalties for

schedule delays• Establishing project-wide processes• Lack of experience and expertise

with alternative delivery• Company-wide processes for

alternative delivery model projects

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The “Big Dig”, Boston400+% Over Budget

Three Gorges Dam, China

Budget: $8B, Cost: $37B

$1 Trillion lost annually on poorly executed projects

Stuttgart 21 Station, Germany

€2B Over Budget

Source: PwC Capital project and infrastructure spending Outlook 2025 (headline)

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How organizations are overcoming challenges

• Reviewing and defining processes• Implementing project-wide processes • Mapping these processes to a central system for

consistency and efficiency• Implementing project-wide systems that provide

neutrality, visibility and accountability• Adopting consistent systems across the

organization to gain these advantages on every project

Hans HoppeDirector, Project Risk Management

Education:– BS, Mechanical Engineering, Colorado School of Mines– Executive MBA, University of Iowa

Organizations & roles– United States Army

• Intelligence Officer– Perot Systems (IT Consulting)

• Technical Project Manager and Systems Architect– Rockwell Collins (Aerospace and Defense)

• Technical Project Manager and Program Manager– Parsons (Engineering and Construction)

• Director, Information/Records Management• Director, Program Management Systems• Director, Project Risk Management

Specializing in standard procedures and

large program mobilization

Experience

ParsonsSize: 15,000 employeesProject Roles:

– Program Management Consultant (PMC)

– Designer– Program Management /

Construction Management (PMCM)– Construction Manager (CM)– APD

– Design-Build (DB)– Public Private Partnership

(PPP)– Industries:

– Infrastructure: Aviation, Rail, Transportation, Bridge & Tunnel

– Industrial: Water/Wastewater, Environmental, Telecom, O&G/Energy

– U.S. Federal: Environmental, Infrastructure, Security, Defense

Experience on Parsons’ projects

Riyadh Metro ($22B+): Riyadh, Saudi ArabiaNew Mexico City Airport ($14.8B+): Mexico City, MexicoHamad International Airport ($11B+): Doha, QatarEducation City ($9B+): Doha, QatarDoha Metro ($8B+): Doha, QatarMiami Dade County Water and Sewer Department Consent Decree

($1.6B+)I-405 Improvement Project: Orange County, CaliforniaSeawater Treatment Facility ($38M): Umm Qasr Port, IraqI-70 Corridor Decision Analysis Study: Denver, Colorado

Best Practices – large program mobilization• Know and understand your prime contract(s)

– Risks– Roles– Relationships

• Understand the contract packaging intent across the program– Contractual relationships form the basis of project processes– Formal relationships between functional links is important

• Define and implement project-wide processes– Information and document management– Workflows– Reporting

Contractual relationships (simple)

ExternalStakehold

ers

Government

Authorities

PMC

Construction

Manager

Owner

Contract

Functional Link

Interface Link

Consultants / Advisors

GoverningOrganizati

on

DB Contractor

Contractual relationship (complex)

ExternalStakehold

ers

Government

Authorities

PMC

Master Civil

Master Archit

ect

Master Planne

r

Construction

Manager OtherArchitect / Designer

Contractor 1

Contractor 2

Owner

Contract

Functional Link

Interface Link

Consultants / Advisors

GoverningOrganizati

on

Contractor x

Mobilization – first steps• Right personnel on board

– Document control professional– Functional roles

• Implement initial processes and tools – Risk/issue register– Action item register– Cross organization calendar– Cross organization Information management system

• Internal document control • Program wide document repository• Formal / informal correspondence • Traceability

– Avoid MS Outlook

Plans / procedures – across organizations• Project management

– Change management plan / procedures– Review and approval flows

• Project controls– Invoicing and pay applications– Budget management

• Information / document control plan– Organizational structure & permissions: access, upload, edit– Correspondence: How do organizations communicate with each

other?– Metadata/description: How to describe documents and

communication?– File naming standard: How to name files (especially drawings)?

• Design / construction management– Requests for information– Design packaging– Design submittal review process

Plans / procedures - internal• Project controls

– Submittal schedule• Information / document management

– Internal, informal communication– Document authoring process

• Quality control / assurance– Content (plan/procedure/etc.) list and hierarchy– Templates– Document review/approval process– Document submittal process

• Business management– Translation services

Lessons learned, issues and inefficiencies• Owner requiring multiple hard copy wet signatures

– Can add $M+ to the a contract, just in paper costs– Improved standards for creating and accepting electronic

signatures• No formal relationship between PMC and other organizations

– Program delays due to inefficient communication– Lack of clarity on roles and responsibilities

• No upfront program wide document repository– Implemented late – time wasted on catch up– Separate systems – how to integrate the systems or processes?

• Information management tool without appropriate control– Uncontrolled documentation– No configuration baseline – Causes errors, rework and disputes

How to solve• Owner requiring multiple hard copy wet

signatures – Demonstrate improved standards for creating and

accepting electronic signatures– Show how tools like Aconex can provide time

stamps and clear approval records• No formal relationship between PMC and other

organizations– Ensure relationships and roles are defined,

documented and understood• No upfront program wide document repository

– Make a project-wide system a project requirement– Show the cost and time savings that will result

• Information management tool without appropriate control– Only select a proven tool with control capabilities– Take the time to set the system up to optimize

the value for your project

Results/benefits achieved using Aconex

• Keys to success– Skilled, experienced people– Robust, proven processes– Tools and automation

• There is no Silver Bullet• Apply discretely, selectively and purposefully• The best of tools can be implemented poorly causing

greater inefficiencies• Aconex

– One of the best tools on the market to automate specific aspects of the most complex programs

– Product roadmap is on the right track– Success story: able to find all supporting documentation

to invalidate a new claim within 24 hours

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How BIM can accelerate project-wide review cycles

John Barkwell, Aconex

Using Aconex in alliances and alternative delivery models, for project success

Steven Wilson, Regional Operations Manager - Aconex

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Cloud & Mobile

Information & Process

Management

Engineering & Construction

Project-Wide

Across the Project Lifecycle

Plan Design Construct OperateBidOperatorSub-contractorsContractorConsultantsOwner EPC Designer

Aconex collaboration Increase productivity and manage project risk across organizations

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•File distribution•Submittals•Transmittals•Version control•Shop drawings•Package assembly

•RFIs & change mgt•Progress claims•Delays & EoTs•Design queries•Technical queries•Approvals: commercial, equipment, etc

•Access Documents•Upload Documents•Forms completion•Photo/Video/Audio•QA/QC, HSE•Commissioning

•Design reviews•Module delivery•Squad checks•“Ball in court” tracking•Procurement• Invoice reviews

• Interface management• Issue management•Risk management•Assets

•Earned value•Control account & Work packages•Budgeting & forecasting•Much more…

•Viewing & mark-up•Collaboration•Enriched models

•Handover•O&M manuals•Vendor documents

Manage dozens of project-wide processes in one central, secure and neutral systemDocument Mgt Correspondence Mobility Workflows

Registers Cost / Payment CAD / BIM / GIS O&M / Deliverables

OperateConstructDesignBidPlan

Subcontractor

Contractor

Engineer

PMClient

Consultant

EQUALACCESSTO ALL

Respects ownership of your data and

decisions

State Route 99 Tunnel | US$1.4 billion | Seattle Washington, U.S.A.

ALL PARTICIPANTS WILLING TO

USE A COMMON SOLUTION

BECAUSE THEY SEE VALUE

Consultant

Client

RFI

RFIResAdvAppr

ResAppr

RFIAdv

Appr

Contractor

Project Configuration• Project Specific Required Fields/Values• Addressed during project implementation

Industry/ Business Unit Requirements• Supports unique industry and/or

business unit needs

Define the Enterprise Configuration• Workflows • Terminology• Document & mail classification• Security and access control

Control across the enterpriseBenefits of control and standardization, with flexibility

Demo: Managing project processes and information on alternative delivery and financing model projects

•Overview• RFI•Design review• Reporting

This was a 20-minute platform demo in the live webinarTo request a personal demo: aconex.com/Demo

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Summary

ChallengesManaging files instead of data

Solutions•Collaborating across organizations•Adequate visibility to the owner•Compliance with government regulations

• Secure, project-wide system•Owner access to project management system• Flexibility to configure project-specific processes

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Tutor Perini -Dragados Seattle Route 99

Tunnel Multi country JV >580

vendors

Impregilo-TERNA Greek Cultural Center

Multi country JV

Key drivers for selection of Aconex on alternative delivery model projects

OHL-FCC | Toronto-York Spadina Subway

Extension Cross-organization review

cycles

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Victorian State Government

Cross-organization communication schools

program

Graham | British Columbia

Vernon Jubilee Hospital P3 information sharing

rules

Key drivers for selection of Aconex on alternative financing model projects

City of Las Vegas and Newland Communities

Stringent handover requirements

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Results from using Aconex

• Graham – PPP on British Columbia hospital expansions – Reviews reduced from 8 hours to 10 minutes– Bid process accelerated by 6 days per package– Project startup sped by several weeks

• Tutor Perini and Dragados – JV on Route 99 Seattle tunnel – 90% faster creation of document transmittals– 75% reduction in time required to generate weekly reports– 50% faster document uploads.

• Pomerleau – PPP on detention center in Quebec– Workflow response reduced from weeks to days– Increased speed, quality and transparency– Reduced errors and rework

CONFIDENTIAL | 34

Most trusted platform

$1 TrillionAsset value delivered across 50,000 orgs, more than any

other platform.

Project-wide Support Training & support for your entire

project community guarantees everyone’s success.

Secure PerformanceScalable, reliable platform to

support global projects. ISO 27001 certified.

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Featured Project:The Wroclaw West Bypass, Poland

Trusted by the world’s largest projects

Thanks to our participants from Parsons and CG/LA

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