The Evolving Maturity of Project Planning and Control at Leighton

Robert will share progress and insights of

his journey at Leighton where he is

leading the cause to improve the practice

of project planning and control in a

business that employs over 9000 staff

and has more than 50 construction

projects underway at any point in time.

EVOLVING MATURITY . . . What drives me? Where have we been? Where are we headed? How are we tracking?

What drives me?

■  PURPOSE “Make a lasting positive difference”

■  VISION “Ensure that an achievable and clearly substantiated project execution plan exists” “On all tenders, on all projects, at all times”

Where have we been?

2005 • Project autonomy

2006 • Toolset Standardisation

2008 • Central Leadership • Planning Framework

2009 • Central Support • Documented Process

2010 • Business Standard • Process Training

2011 • Regional Leadership • Central Governance

Where are we headed?

Right People

Consistent Appro-

ach G’tee

of Quality

Con- tinual

Improvement

Filter In

Gover- nance

Action Groups

Pee

r R

evie

wC

hang

e B

oard

Right

People Right People

Competency Guidelines

Position Descriptions

Career Path Options

Filter In

Functional Input to PDR

Assess Leadership Development

Process Training

Toolset Training

Up Skill

Filter In

Up Skill ----------- Enable

Assess ----------- Support

CLASSIFICATION

BRAN

CH

Technical Services Manager

Manager, Controls and Planning (“Region”)Project Controls Manager (“Time, Cost, Risk, Change”)

PRO

JECT

Controls and Planning ManagerSenior Controls and Planning EngineerSenior Planning Engineer

Planning EngineerPlanner

Scheduler

Controls and Planning Positions

COMPETENCIES: CONTROLS AND PLANNING

SPECIALISED Technical Competencies(As detailed in The Leighton Way)

CORE Technical Competencies(As detailed in The Leighton Way)

Leadership

Technical CompetenciesLevels of Competency

Understand Demonstrate Guide Coach Lead

1 Critical Path Methodology2 Earned Value Management3 Schedule Risk Analysis4 Time Chainage5 Forensic Planning6 Design Planning7 Integrated Project Controls8 Insert specific discipline 19 Insert specific discipline 2

Branch / ManagerSenior / Specialist PlannerPlannerScheduler / Graduate

Technical CompetenciesLevels of Competency

Understand Demonstrate Guide Coach Lead

1 Strategic PlanningParticipate in execution strategy development

2 Establish Controls and Planning FunctionTender / Project Start-Up

3 Tender PlanningPlan Level 3 IMP at Tender Stage

4 Delivery PlanningPlan Level 3 IMP at Project Start-Up

5 Project Mngt Systems & TechniquesUsed in Plan / Execute / Control

6 Performance Measurement & ReportingExecute and Control L3 and L4

7 Schedule Reliability AnalysisExecute and Control L5 (Last Planner)

8

Branch / DivisionSenior Planner / ManagerPlannerScheduler / Graduate

LEADERSHIP Levels of Competency

Understand Demonstrate Guide Coach Lead

19 Perseverance and Drive

20 Enduring Business Relationships

21 Self Development and LearningOur People are fundamental to our

success22 Respect for Community and Environment

23 Effective Communication

24 Achievement through Teamwork

Branch / ManagerSenior / Specialist PlannerPlannerScheduler / Graduate

R EL ATE  COMPETENCIES  TO  THE  L E IGHTON  WAY  AND  OUR  VAL UES  &  BEHAVIOUR S

Guarantee of Quality

Project Start Up Workshop

Project Effectiveness Workshop

Support Branch Compliance Review

Govern- ance

Tender Stage

Peer Review

Assess ----------- Support

Peer Review Change Board

Gover- nance

G’tee of

Quality

Governance – Branch Compliance Review

Peer Review – Focus on LCPL Standard Deliverables

■  Suitability of the Level 3 IMP

■  Suitability of the Basis of Schedule ■  Quality and Integrity of the

Level 3 Integrated Master Program

■  Suitability of the C+P Management Plan ■  Commercial / Contractual Framework

Peer Review Report – Project Details

Focus on Net Completion, Priced and Unpriced Contingency / Float

Peer Review Report – Summary Finding

Continual

Improvement

Tool Sets

Integrated Systems

Enable Business Standard

Process Req’ts

Planning Framework

Change Board

Process

Training

Technology

Action Groups

Up Skill -----------Enable

Action Groups

Peer Review Change Board

Con- tinual

Improvement

Enable – Tool Sets

■  Oracle Primavera P6

–  Global unlimited license

–  Citrix and

■  Oracle Primavera Risk Analysis

–  One license

–  Provided over Citrix

■  Linear Plus Time Chainage

–  10 concurrent licenses

–  Provided over Citrix

■  Acumen Fuse

–  10 concurrent / 60 coral license

Change Board Charter

Change Board Member

Responsibilities

•  Change Request Impact Assessment •  Present Change Requests to Change

Board •  Evaluate proposed Change Requests •  Participate in Change

Implementation •  Communicate Change Request

outcomes to users •  Review Data Owner Reports

Decision Making Process

•  Assess Change Request •  Approval requires unanimous

acceptance •  Chair may require further

assessment prior to consideration •  Change Board meets 2nd Monday of

the month

Change Board Members

•  Chair •  Controls & Planning Group

Manager •  Construction Division

•  One representative from Geographical Business Unit

•  One representative from Project Performance Services Group

•  Other Divisions •  One representative from

Industrial & Energy, Resources and Telecommunications

Objective Enable our projects to

efficiently and effectively undertake

Controls and Planning through use of

Primavera

Version 1.0 18th March 2011

Change Board – Process Map

Identification Assessment Implementation

User proposes change to

CBM

CBM reviews change request

Acceptable to take to Change Board ?

CBM communicate

to User

CBM prepares Change Impact

Assessment

CBM present change request

Sufficiently Developed

to Make Decision ?

Develop Change Implementation

Plan

Implement and Communicate

Change

No Yes

Yes

No

No

YesChange Board

Decision?

CBM – Change Board Member

Consistent Approach

PDR

Assess Project Start Up Workshop

Project Effectiveness Workshop

Support Leadership Development

Process Training

Toolset Training

Upskill

Tool Sets

Integrated Systems

Enable

Tender Stage

Peer Review

Business Standard

Process Req’ts

Planning Framework

Change Board

Peer Review Change Board

Up Skill ----------- Enable

Assess ----------- Support

Consistent Approach

Consistent Approach – LCPL Standard Program Hierarchy

Level 4 and 5 Detail Execution Programs – E.g. Construction:� Level 4 Program:

– Sufficient detail to support the co-ordination of logistical requirements to enable field execution of construction

� Level 5 Program:– Sufficient detail to support the co-ordination of detailed

construction activities on site

Level 3 Integrated Master Program:– Cross Functional with sufficient detail to:– Demonstrate execution strategies– Demonstrate critical / near critical paths– Track key project milestones– Support project wide resource management– Provide framework for L4 and L5 execution programs

Level 1 Program: Summarised Master Program to WBS Levels 1 and 2Level 2 Program: Summarised Master Program to WBS Levels 1 to 4

L3 Integrated Master Program

Levels 4 and 5Execution Programs

L1+2Summary

Design, Procurement, Construction

How are we tracking? ■  Controls and Planning Business Plan ■  Four Priorities ■  34 Key Milestones

ORGANISATION

MIL

ESTO

NES

How are we tracking?

STRATEGIC  OBJECTIVES

Progress  Rating

Number  of  C+P  Milestones  .  .  . No.  Milestones

P1The  business  has  the  right  skills  for  the  

Project  Performance  functions67% 1 6 1 5 1 14

P2

There  is    a  clear  and  consistent  approach  to  all  aspects  of  PPSG  functions  across  the  Construction  

Division  

73% 5 1 2 2 1 11

P3All  project  start-­‐ups  are  efficient  and  

effective67% 0 0 3 0 0 3

P4Our  projects  are  in  control  of  time,  cost,  

risk  and  change  61% 0 0 5 1 0 6

C+P Overal  Progress  (15  July  2011) 67% 6 7 11 8 2 34

Evolving Maturity . . .

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