Project Due Diligence
A one-day workshop for management and senior decision makers
Ensure your project succeeds – performance and delivery
How to look back from the desired project end-state to focus on those issues that will affect project outcomes.
The process has been successfully applied from small projects to multi-billion dollar projects in Australia and overseas.
• Confirm the project’s critical success factors to align project managers’ expectations with those of clients and partners
• Focus on credible threats to performance and delivery
• Identify and manage credible critical issues (project show stoppers)
• Optimise project scoping and sub-project planning before tendering
• Apply to any or all project phases
• Identify value adding opportunities during planning stages
MELBOURNE | Tuesday 16 March 2010, 8.30am – 4.30pm
CANBERRA | Tuesday 7 September 2010, 8.30am – 4.30pm
Fee | $595 per person (GST included), cost includes a copy of Risk & Reliability – An Introductory text (revised 7th edition)
Registration | training@r2a.com.au | F +61 3 9670 6360 | T +61 3 8631 3400
Workshop | Richard Robinson BE BA FIEAust | Director R2A
Leaders | Gaye Francis BE MIEAust | Director R2A
PROJECT DUE DILIGENCE
Briefing Outline
Ensure your project succeeds – performance and delivery
A one-day workshop for management and senior decision makers
Objective
The objective of this workshop is to describe and train participants in the processes R2A have used to facilitate project risk management for major infrastructure projects across Australia and in New Zealand and Singapore.
The Issues
Sound project risk management is one element of successful project management. But it isn’t always successful as desired, especially in the eyes of government. Typical questions asked of R2A include:
• We are a PPP project. We have seen other PPPs, using reputable consultants and recognised processes blowout for what technically appear quite small elements of the whole project, despite apparently meeting all relevant milestones during the course of the project. How could this have happened? What else could have been done?
• We price contingency sums using a ‘frig’ factor. Is there a little more scientific way of pricing uncertainty (without complicated mathematics), especially at the concept design stage of a project?
• Our outsourced maintenance contract has fallen over. Despite our best efforts it seems that our alliance partner’s objectives were not fully aligned with our own. Why did this happen, and more importantly, what process can we adopt to ensure it does not happen again?
• We are required to have a project risk register. It satisfies our audit requirements but it doesn’t actually work very well. Specifically, we did a great deal of work up front but it doesn’t deal with issues crisply and users get frustrated with it and then tend to ignore it until audited. Can you help?
• Our organisation uses a 5x5 (or 3x3 or 6x4) risk characterisation tool. But as a decision making tool, it’s not making sense. Why is this?
Workshop Focus
The workshop will focus on the critical success factor – vulnerability analysis technique that R2A has used over the last 10 years or so. As far as the R2A practice is aware, all projects that have used this technique have gone very well indeed. The feedback has been that the (risk) due diligence process adopted assisted in achieving the overall success.
Experience
The processes described have been used for rolling stock procurement projects (train & tram), major freeway projects in Victoria, Singapore and Queensland, water treatment plants (including recycling & sewage), ports, offshore communications systems and many others. Project values typically range from $100M to several billion dollars. All these high level reviews are typically completed in short sharp bursts (less than 2 weeks per review). R2A has also been used in ministerial review panels for projects that have not performed as desired.
More information regarding Project Due Diligence is available here.