troy burton ross hall - project controls...
TRANSCRIPT
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
T +61 421 898 040
Ross Hall
Major Projects Commercial Manager, Aurecon
T +61 405 822 151