Breaking Through the Noise of Construction Capital Program Management Technology

START DATE:1/20/2022

Start Time:2:00 PM EST

Duration:60 minutes

Abstract:

If you believed everything you read it would appear the construction industry has made great strides modernizing how programs of all sizes are run. Over the past 10 years we have moved from spreadsheets, the “F:” drive and wet signatures to standardized processes and automated workflows, electronic signatures, and accurate, real-time data and reporting. Yet, if we have come so far, why are there still delayed programs, cost overruns and lack of collaboration across the entire lifecycle of a program? 

Break through the noise and misinformation around capital program management technology as Deloitte speaks to how they guide their clients through the evaluation process and how clients succeeded.

Join us and learn how: 

  • To break-through misinformation and noise in the market.
  • Deloitte strategically works with clients to build out requirements when evaluating construction technology.
  • The private and public sectors approach security requirements. 
  • Owners have put Deloitte’s best practices to work.   

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Speakers

Alyce Menton (Moderator)

Director of Industry Marketing

Kahua

Alyce Menton is Director of Industry Marketing at Kahua, responsible for all strategy, content and go to market initiatives for targeted vertical market segments. Throughout her 25+ year career she has leveraged her extensive experience with marketing technologies to enable highly effective omni-channel connection and communication across a broad range of stakeholders and end users.

In her current position, Menton has been instrumental in positioning Kahua for success in the highly competitive AEC technology market. In past leadership roles at e-Builder/Trimble and as a consultant to OnIndus and Aurigo, she has a consistent record of success in building and motivating top-performing teams that have fostered growth in these organizations and their respective partners.   

Prior to her AEC industry experience, Menton held senior executive marketing roles at companies such MTN Satellite Communications (Global Eagle), Verisign, and McAfee, leading teams responsible for all marketing and product marketing efforts to consumers, government entities, and businesses in the U.S. and abroad.

George Aucamp

Senior Manager, Infrastructure and Capital Projects

Deloitte Transactions & Business Analytics LLP

George Aucamp is a detail-oriented construction consulting and technology executive with more than 20 years of international experience. He has a diverse background in Business Consulting, Operations Management and on-site Construction, PMIS (Project Management Information Systems) Implementations, Project Controls Management and VDC (Virtual Design & Construction).

International construction sector experience includes Commercial, Energy, Oil and Gas, Aviation, Transportation, Retail, Manufacturing, Residential, Hospitality, and High-rise construction projects in North America, Europe, Middle East, and Africa. His experience includes guiding projects from preconstruction to completion, whilst overseeing all functional areas of the project. For the past 15 years, his focus has been around Project Management Consulting, specifically in process improvement and implementing construction technologies for clients to enable better planning as well as establish better visibility and control during project planning and execution.

Most recently, he held executive and senior management roles at other consulting firms where he was leading teams that deliver Construction Consulting and PMIS solutions to clients. He led teams doing Business Consulting, Process Improvement, Ongoing Analysis, Administration, Training and User Support on an international basis. He has extensive experience in the Oracle Primavera suite of products and has been involved in over 50 Unifier and P6 implementations over the past 15 years, but also supported multiple Procore, Maximo, Ebuilder, Ecosys, PM Web and smaller BIM toolset implementations.

He holds a B.Sc. in Construction Management with additional focus on Quantity Surveying and Cost Management. He applied his education from day one on various roles as Construction Manager delivering projects and as Cost Consultant helping clients gain clarity on their project costs while developing better cost management practices.

Experience:
• Renewable Energy Utility – Engagement lead advising client on overall project execution system architecture, roadmap development, process and procedure development and Oracle Primavera Unifier implementation that will support project delivery for over $6 billion over the next 5 years and transform their project execution to a world class owner execution group.
• International Manufacturing client – Technical team lead for the design, configuration and implementation of a proposal and risk management improvement process utilizing there Oracle Primavera Unifier system.
• US Contractor – Technical team lead providing Procore implementation review and recommendation to enhance ROI and use of the toolset.
• Renewable Energy Supplier – Team lead for Procore implementation design oversight and support on a global Procore implementation to support the field execution staff.
• Bio-Fuels Company – Provided high level project review and recommendation for a troubled construction project to help client reach production date targets.
• Large Multinational Engineering Firm – Team lead for a global project management systems review and recommendation. Successfully completed the project with key deliverables consisting of: Requirements log, weighted scoring model for comparison purposes, high level implementation plan and cost estimate and a comprehensive report to their Executive Management team.
• Multinational EPC - Team lead for a project to perform an overall current state review of the client‘s tools and systems with the final output being a Future State recommended Architecture of systems and tools. The future state recommendation helped identify consolidation opportunities and the removal of redundant systems to bring their system landscape down from 31 to 19 future state systems. The deliverables included a benefits and value proposal, high level implementation roadmap and risk review that included the risk of not doing anything.
• Solar Energy Company – Acted as Director of Operations for a troubled project turnaround, driving various plant optimization efforts to ensure plant operates at full potential and meets PPA contractual agreements.
• New Canadian Refining Company – Served as Manager of Reporting and Systems for a newly created company building a new refinery of $8.5 billion. Worked with senior executives of the organization to develop and implement a comprehensive cost management strategy and plan for the project, including reporting and finance integration. Lead the implementation of Oracle Primavera Unifier to support the Supply chain and Contract management, the newly created cost management plan, engineering collaboration and develop reporting capabilities to support the project.
• State Thruway Authority – Project Director and Solution Architect leading the replacement of the client’s Portfolio, Program, Cost and Contract management systems with Oracle Primavera Unifier. The solution had to replace a homegrown system developed over 20 years and included multiple finance integrations. The solution also had to incorporate multiple field use requirements to ensure user adoption supporting a $800MM + yearly capital contracts program.
• Large US Energy and Utility Company – Served as Project Director and Solution Architect implementing Oracle Primavera Unifier across various business units and technologies. The engagement included requirements gathering and business process improvement to support collaboration and cost management for project planning, engineering design through execution. The client is using the solution successfully and continues to add to the foundational components put in place with more than $30 billion worth of projects tracked within the system in various stages of the projects’ lifecycle.
• Three different Airport Authorities – Led the Oracle Primavera Unifier implementation to support nearly $6 Billion worth of airport expansion projects for 3 different airport authorities. Primary role was driving business requirements and designing the solutions to support the expansion programs as the owner. The solutions consisted of comprehensive program and project cost management components to support their planning, design, project controls, contract management, construction management and closeout needs. It also contained various collaboration processes used between the owners, Architect/Engineers and Contractors. In addition to the PMIS implementation items, George also assisted some of the owners in their development and use of virtual design and construction items like constructability reviews and 4D scheduling.
• Canadian Railway Transportation Company – Served as Solution Architect and Oracle Primavera suite of products and Unifier SME to develop a solution to integrate 4 business units within the organization. Engagement was focused around business process improvement and incorporating leading practices around projects controls and collaboration to support their Capital planning and project execution portfolio, while uniting the business units where possible around a common practice and workflow for consistency.
• New Chemical Company – Served as Project Manager and Solution Architect for a newly formed chemical company building the world’s largest chemical complex worth $20 Billion. The engagement included requirements development and process improvement to establish a solid base for the project procurement and project controls function within Oracle Primavera Unifier and integrated to SAP. Supported the development of a training curriculum and rolling the solution out to various client and contractor locations across the world.
• US Port Authority – Lead the re-development of the client’s Oracle Primavera Unifier contract and cost management deployment to incorporate more leading practices and a simplified user experience to support the client’s capital projects execution.
• Aviation Authority – Served as Project Director and Solution Architect supporting the Re-Implementation of Oracle Primavera Unifier to help streamline the user experience and incorporate more system functionality across multiple departments. Additional focus was to incorporate a more robust workflow to support the various business and integration needs for this cost and collaboration implementation.
• US Public Utility Company – Served as Project Director and Solution Architect to develop a comprehensive Project Portfolio Management solution, heavily focused around project forecasting. The solution supported over a $1 Billion in yearly capital spending on over 1800 projects and is fully integrated with financial systems.
• International Paper Manufacturing Company – Served as Project Director and Solution Architect for the Oracle Primavera Unifier implementation to support their international Capital Project Portfolio development and execution.
• US Energy and Utility Company – Supported the Oracle Primavera Unifier implementation as Business Consultant and Solution Architect with 4 different departments (Engineering & Construction, Energy Supply, Transmission, Nuclear) to develop and deploy a comprehensive Project Portfolio Cost Management solution. The solution supported over $1 Billion in yearly capital spending across 1700+ projects.
• International Furniture Company – Provided oversight, requirements and solutioning support for the development of the client’s Vendor and Bidding solution within Oracle Primavera Unifier to support multiple international locations like Sweden, Russia, China, Germany etc.
• Hospitality Company – Construction management oversight as client representative on 3 new multi-million dollar developments in the Middle east. Duties included weekly site walks to assist in the development of a weekly report and 3 weeks look ahead schedule for planning purposes. Was also responsible for resolving issues impacting the construction activities and provide general QA and Safety oversight.
• International Airport Client – Served as Construction Manager responsible to deliver the departure and EK lounge finishes package on a new $3 Billion airport concourse development. Included the management of all operational activities on site and direct supervision of Project and Site engineers. Directly responsible for MEP and sub-contractor coordination and management.
• International Developer – Delivered a new mixed-use development complex consisting of a retail podium, residential tower, Hotel tower and Office tower all over 25 stories high as one of the Construction managers. Direct responsibilities over the on-site operations of the residential tower.
• International Developer – Oversaw the construction of 400 luxury homes on a golf estate in South Africa as Site Manager. Responsible for all site activities and coordination with various owners, architects, engineers and contractors.

Mark Blumkin

Managing Director, Infrastructure and Capital Projects

Deloitte Transactions & Business Analytics LLP

Mark Blumkin is a Managing Director in the Capital Projects Practice in the New York office of Deloitte Financial Advisory Services LLP. He has over 30 years of experience in the engineering and construction industry focused on improving processes, systems and controls for owners of large capital programs. He has provided project management system design and selection services and implementation as well as organizational, process and risk management improvements to owners across many industry sectors. These include higher education, health care, life sciences as well as state & local government, as well as other real estate and infrastructure intensive sectors.

Experience:

Project Management System Selection and Implementation
• Leading an engagement to define business requirements, select a project management information system and implement one of the leading tools in the market for a large public sector agency that designs and builds K-12 school facilities in a large urban environment.
• Implementing a leading project management information system for several clients including a regional sewer district and a University/Academic Medical Center consolidation.
• Engaged by a leading educational institution to perform a needs assessment in the area of project collaboration, and assisted in developing user requirements that the University incorporated into its RFP process for this tool. Recommended potential software providers to be included in the RFP process and assisted in the selection of the provider.
• Designed a project management information system in connection with an international airport’s $5 billion capital improvement program. This system was designed to track actual costs, forecast cost and cash flows versus budgets for multiple levels of the project and program. The system has been fully implemented providing senior management with timely and accurate information.
• Assisted a University Facilities Department to design, select and implement a capital project management information system that combines web-based collaboration, with cost and status reporting and is integrated with the University’s PeopleSoft Financial System.
• Developed a high-level strategy for a major global Engineering & Construction Company in connection with its consideration of a company-wide Enterprise Resource Planning (ERP) implementation. The strategy document highlighted the benefits to be derived from implementing such a solution as well as the costs and potential drawbacks.
• Designed and implemented several software solutions for another international airport in connection with its $2 billion capital program. The first solution addresses project and program level costs in comparison to approved budgets and funding. Other solutions include specialized cash forecasting tools for various bond issues, a database used for planning capital projects and a tool for tracking productivity on a project-by-project basis.
• Developed the strategic plan and business model for a construction industry business-to-business/business-to-government e-business exchange focused on the heavy civil and infrastructure market sector.
• Performed a diagnostic assessment of the processes followed by a major telecommunications company in their program of building web-hosting data centers throughout the world. This assessment identified opportunities for improving the design and construction process through improved planning, estimating and risk-sharing business models.
• Designed a program management cost and schedule control system for a major research university in connection with its $700 million capital improvement program.
• Re-designed a project/program cost management system for a large public school district in connection with its $1 billion construction program. The client adopted the system recommendations and has implemented a system to provide summary and detail level information on its ongoing capital program.
• Provided a database model for a major entertainment and theme park company in connection with its resort, office and attractions developments. This model replicates the company’s process for constructing these facilities and predicts the effects of macro- and micro-economic factors on construction costs. These factors include labor cost, material cost, and other economic trends.
• Re-engineered the processes for estimating and designing major process plants for a global industrial gases company. Driven by business changes, the company was forced to operate in a competitive fixed-price environment, rather than its previous cost-plus model. The re-engineered processes enabled the company to act more efficiently and win additional contracts.

Construction Risk, Process and Control Assessment
• Conducted a construction cost and leading practice assessment for one of the world’s largest financial services company to assess the performance of its outsourced service providers in the area of construction project management. The assessment was focused on the Providers’ performance in comparison to its contractual requirements and compared to industry best practices. The engagement identified opportunities for improvement and presented process and technology recommendations in the areas of project reporting, change order management and the bid & award process.
• Conducted a project controls and risk assessment on behalf of a global financial services firm building a new headquarters in New York City. The assessment identified several areas requiring improvement and we subsequently developed a capital projects procedures manual to document strong controls and supplement in areas that needed improvement. Mark also conducted periodic project assessments to monitor compliance with documented procedures
• Designed and implemented a risk management process in connection with the proposed development of a $7B new oil refinery project in Canada. With the project currently in the early stages of feasibility analysis, the engagement is focusing on developing risk management tools, conducting risk review workshops, and working with the project team (i) to identify, evaluate and prioritize project risks, (ii) to develop mitigation plans, and (iii) to monitor progress of mitigation activities.
• Conducted a construction cost assessment program in connection with the construction of a new 600,000 square feet, $75 million administrative office complex for an insurance company. The cost assessments focused on the Guaranteed Maximum Price contractor and will be conducted on a quarterly basis. The services also include training of project management staff in the area of construction auditing.
• Conducted construction cost assessments for two recently completed pharmaceutical research facilities totalling more than $300 million to determine the extent of compliance with contracts, procedures and industry practices. The analysis identified several overcharges due to inappropriate mark-ups and helped the owner recover those costs as well as improve invoice and change order review processes to avoid further inappropriate mark-ups or costs on future invoices.
• Performed several construction cost assessments and a business process assessment for the prestigious Midwestern university in connection with its multi-year $500 MM capital improvement program. Findings have included over billings in construction management fee, back charges to architects and engineers due to errors & omissions and inappropriate change order costs. The university implemented several process, system and organizational improvements as a result of the process works.
• Conducted periodic financial and operational assessments of the construction program at a major inner-city hospital complex in connection with its phased $1 billion renovation and new construction program at this 600 bed facility. Findings include contractor overbillings and control weaknesses in managing this project. Our recommendations have helped the Owner recover over $1 million in excess cost and have strengthened the project controls.
• Conducted an internal controls assessment of the capital construction process of a major Southeast Hospital in connection with its $300 million expansion and renovation program. Provided modifications to standard design and construction contracts to enhance the Hospital's position on several management issues and developed a construction cost assessment program for the Internal Audit department's use on future projects.
• Analyzed internal control procedures for monitoring and controlling construction costs of a new manufacturing facility for a multi-national pharmaceutical company. Implemented several new control procedures for detecting improper billing by the construction manager who maintained a cost-plus fee contract with a guaranteed maximum price contract.

Public Sector
• Designed and implemented an enhanced organizational and business process framework for the New York City Housing Authority’s Capital Projects Division. This revised organization centered on the cradle-to-grave project management approach, under which the project manager gained responsibility, authority and accountability for delivering capital projects on time and within budget. Our team also developed innovative procurement processes to streamline the design and construction process and include some of the City’s largest construction managers.
• Conducted an assessment of internal controls surrounding construction project management for a large urban Public Library system. In addition, Mark led a team that developed a Procedures Manual to document existing procedures, enhancements to the existing procedures and to outline the roles and responsibilities for the Library’s construction management staff. The manual provided the new processes, checklists and templates required to help the Library document, train staff to execute, and enhance controls over their capital projects processes.
• Conducted management assessment of a Public School District's $1.3 billion five year capital program that was necessary to handle extraordinary population growth. The assessment focused on the processes and procedures utilized to manage and control this large capital program. Over 40 recommendations were provided to streamline operations, enhance communication, upgrade project management systems and reorganize departments so that the School Board could deliver new and renovated schools in a more cost-effective manner, while remaining accountable to the public for its performance. In addition, Mark established an internal construction cost assessment function for the District that has identified over $1.2 MM in recoverable costs, since its inception in 1996.

Higher Education
• Conducted a management assessment of a State University’s Facilities Department’s organization, process and systems in connection with its $1.0+ billion capital construction program. Recommendations focused on enhancing the project management reporting system, coordination between the design and construction divisions and increasing construction oversight.
• Performed a process, systems and organizational analysis of an Ivy League University’s capital projects organization across its undergraduate and graduate colleges and schools. A cross functional Task Force of Real Estate and Construction professionals from the University, reporting to the President, facilitated this engagement.
• Developed program wide policies, procedures and internal controls for this prestigious research institute in connection with its $700 million capital expansion program. These procedures and controls provided the Institute's senior management with an enhanced oversight capability.

Hospitality/Entertainment
• Conducted a contract compliance and cost assessment of a golf course construction project in Hawaii. The analysis identified overcharges in the area of equipment rates and labor costs. The disputed costs are the subject of an upcoming arbitration hearing at which testimony will be given.
• Prepared an independent evaluation of the construction manager's 'recovery plan' during the construction of a City's new $140 million, 700,000 square foot convention center. Subsequently developed and implement a Project Management Oversight (PMO) program that monitored the schedule and budget status on a monthly basis.
• Prepared a cost to complete construction estimate of a 350-room hotel undergoing complete renovation. The renovation included the remodeling of all guestrooms and penthouse suites, complete food & beverage facilities, pool deck area and retail space. The construction estimate was utilized as part of a financial analysis to determine the hotel's potential ten-year profit and loss.
• Prepared a construction cost assessment of a condominium/hotel under reconstruction as well as an estimate of the cost to complete the project for the US Government following an asset seizure. This estimate and the projected cash flows for the project were used by the client to determine its potential sales price and its feasibility in the marketplace.

Mohinder Singh

Senior Manager, Infrastructure and Capital Projects

Deloitte Transactions & Business Analytics LLP

Mohinder Singh is a Senior Manager in the Infrastructure and Capital Projects Practice in the New York office of Deloitte Transactions and Business Analytics LLP. Mohinder has over 19 years of experience in the construction industry providing services across the full life cycle of capital projects. Prior to joining Deloitte, Mohinder was a Senior Manager in EY's Construction Advisory practice.

Mohinder specializes in implementing and leveraging the usage of systems, tools, and technologies to optimize processes and controls for clients that manage large capital projects. Additionally, Mohinder has extensive construction management experience having led projects for a top CM firm prior to working in the consulting business.

Experience:
• Implemented Kahua platform for managing all Design and Construction projects for a large city agency that manages and delivers approximately $1.5B capital spend annually. The engagement involves replacing the existing Oracle based system with Kahua. As part of this engagement, the team is responsible mapping out current state business process, developing and designing future state processes, migrating data, integrating Kahua with other Design, Construction, Finance and Procurement applications, testing and configuring new system, and developing and delivering a comprehensive training program.
• Led an engagement to replace the existing Design and Construction system with Oracle’s Unifier platform. As part of this engagement, the team developed current state process flows with future state recommendations to make the best use of the new software, developing a set of system needs requirements prioritized based on the most critical needs of the organization, developing system needs scripts to understand how the new system would meet the needs, developing a detailed implementation and migration plan as well as developing a comprehensive change management and training strategy during implementation phase.
• Implemented the Capital Project Management system for a state agency. As part of the engagement, the team assessed the current capital project management/construction management business processes and technology solution, develop improvement recommendations, and implemented the identified business process improvements and technology solution enhancements.
• Engagement lead for business process design, business requirements collection and developing current and future state process flows for a large New York utility with an annual construction spend of $2.5B. Led the team which documented current state processes across the six divisions of the construction department, and identified redundancies, inefficiencies and responsibility overlaps within the organization. Mohinder led the team which developed future state workflows to eliminate the identified inefficiencies and proposed robotics and automation in the process flows to reduce manual interface and integration. Challenges. The engagement also reviewed the independent third-party systems which were supporting the design and construction department and suggested strategies to eliminate or integrate the support systems within the new PM system to be adopted by the organization
• Led an engagement for a large medical center which included a review of the current state process, controls and governance structure for delivery of their capital program. The engagement also included design enhancements to the workflows for the new Project Management Information system being rolled out at the organization. As part of this engagement, the team identified several gaps in the workflows which led to manual workarounds and integration challenges with other existing systems of the organization. The engagement included identifying process and control gaps and pinch points in the workflows as well as interface gaps with client’s ERP system specifically for payment review and release function. The engagement also included interviewing stakeholders outside of the construction department to understand their needs and requirements which were incorporated into the enhanced process designs.
• Assessed a state Department of Transportation’s public dashboard and provided recommendations to make it a better tool to manage projects. Interviewed with state DOT dashboard stakeholders and construction managers, developed an audit format, and assessed a sample size of projects for accuracy, and developed example dashboard reports.

Sponsor

Kahua 

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