ARES PRISMG2 Overview for XYZ - PMI Northern Utah...

ARES PRISMG2

Chris Daniel– Director of Sales, Canada Britt Creer- Solution Architect

© 2013 ARES Project Management LLC. All Rights Reserved. | www.aresprism.com 2

AGENDA 1. Introduction 2. Problem Statement 3. 5 Causes of Scope Creep 3. Solutions 4. Change/Risk Management 5. Conclusion 6. Questions

Company Overview


• Extensive industry-wide perspective (Oil & Gas, Mining & Metals, Energy, Construction, Aerospace, Defense)

• +19 years experience in project cost management

• Experience project controls consultants

• ARES products are used all over the world with over 250 commercial customers

• 95% repeat business

ARES Project Management is a full-service project cost management solution provider

Worldwide Clients PRISM has 5000+ users from multiple industries

Brazil Vale Onca Puma

USA Alyeska Pipeline American Electric Power Bechtel Carter-Burgess CH2MHill Denver Regional Transit District Fluor Kaiser-Hill NASA International Space Station Parsons Parsons Brinckerhoff Port of Portland Portland General Electric Rio Tinto U.S. Department of Energy Westinghouse WGI

Singapore PEC Tech

Canada BP Exploration Canadian National Resource Limited (CNRL) EnCana Brion Energy Emera Energy London Hospital MEG Energy Newmont Nalcor Nexen Shell Canada Suncor Energy Syncrude (Alliance 21) TransCanada Pipelines Vale-Inco Chile Aker Solutions AngloAmerican Barrick Gold Corporation BHP Billiton Codelco Compania Minera Dona Ines de Collahuasi Coprim Fluor

Italy Total Project Management

Mexico Instituto Mexicano del Petroleo

Malaysia Petronas

Czech Republic Koch Glitsch

Peru Antamina Gold Fields Yanacocha

UK Bechtel Crossrail LLWR Parsons Brinckerhoff Sellafield Snamprogetti

Bolivia APEX Silver

Iceland Century Aluminum HRV Indonesia PEC Tech Petronas Petrosea

Ghana Newmont Gold Company Lycopodium

Suriname BHP Billiton

UAE Sama Contracting

South Korea SKEC

Hungary Olajterv

Mongolia Centerra Gold Mongolia Ivanhoe Mines

Taiwan CTCI

Panama Minera Panama

Phillippines FCF Minerals

* Representative Sample

China SNPTC-Shaw Rio Tinto

© 2011 ARES Corporation All Rights Reserved 4

South Africa AngloAmerican AngloPlatinum Aurecon Bateman Eskom IES Consulting GoldFields Lonmin Murray & Roberts ProjectLink RSV RSVENCO Sasol Petroleum SSP TMP (TWP-Matomo) TWP Vhumbanani (DRA-TWP) Xstrata (services)

INDUSTRIES - Aerospace - Construction - Energy - Engineering - Mining & Metals - Nuclear - Oil & Gas - Public Utilities - Transportation

12April2011

When Scope is not controlled, Budgets Increase and Timeframes move out.

NOT GOOD

Problem Statement

Lack of PM Control


Define and Get Buy In

Poorly Defined Project Scope at Initiation Lack of Project Management Principles Observed Project Managers Inability to Control Project Indecisive Stakeholders/Non-Committal Stakeholders Project Team not Aligned to Scope

Poor Definition


Get Lost without Details

Detail the Scope, Start with the End in Mind • Define the Desired Final Outcome

• Define the Phases with Deliverables

• Detail Deliverables

• Define status criteria for each Deliverable

Not Observing PM Principles


Fail to Plan, Plan to Fail

Diligence in following PM Principles is Your Responsibility • Discipline, Discipline, Discipline

• Peer Reviews with a trusted advisor/mentor

• Keep up to date on industry issues

• Work the Plan, Avoid the Noise

• Learn from Past Performance, and Early Phases

Lack of PM Control


I Am In Charge

Don’t just Lead, Lead by Example • Solve Problems, Avoid the Noise

• Understand the Project Performance

• Manage by Exception

• Trust the Team, Be Informed

• Make Decisions, Be Committed

• Communicate Up, Down, Left, Right

• Show Commitment to the Plan

Stakeholders Can/Will Cause Problems


I Like Shiny Things Too, But

Discipline During Initiation Can CYA • When Asked to do More, Make Sure You Documented

and Got Sign Off

• Hide Behind Your Signature Pages of the Scope Statement

• Apologize, But Don’t Bend

• Clearly Define the Ramifications of Changes and Yes That is a Change

Project Teams Running Amuck


Don’t Herd Cats

Communication is Key to Alignment • Manage Opinions, Does that Help Fulfill the Scope

• Find the Stars, and Get them Onboard, The Rest Will Follow

• Don’t Wait too Long to Replace a Cancer or C Player

• Be a Scope Following Example

• Show that You are Knowledgeable

• Trust Builds Communication, Show Trust

• Parties for Mid-Term Wins

Change/Risk Management


If You Start, Change Will Come

Change Management Plan is Mandatory, Change Happens Assign Risk Owners to All Risks Get Approvals, Prior to Starting Work Use Discipline in Planning Changes, Minnie Projects

Why Manage Scope


Winners Win

• That is Your Job • Bigger and Better Projects Will Come • A Players Will Want to Be Involved • Peace of Mind • Trust from All Levels • When Your Hair is On Fire, You May Get Fired

ARES PRISMG2 Overview for XYZ - PMI Northern Utah...

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