The level of uncertainty and volatility associated with major capital projects make a predictable outcome almost impossible to achieve, as these large projects are more complex and last longer. These projects present great challenge to busy leaders, managers, and executives. The long history of staggering cost overruns and completion delays offers little assurance that cost and schedules estimates can be relied upon.
Leaders can delegate control, but not leadership. To help busy leaders of large organizations, we propose, the application of a disciplined Governance and Oversight system on their next major capital projects. This includes exercising oversight authority over their organization and its major capital projects but in full compliance with legal, moral, and ethical requirements. In doing so, leaders must understand risks and address stakeholder concerns while overseeing completion of major capital projects.
This half-day session provides an opportunity to discuss the relationship between the business and project sides of the organization and will cover the following segments:
- Embrace Uncertainty: classify risks, allocate reserve amounts, and assign responsibility for risks.
- Engage Stakeholders: each consultation and negotiation with a stakeholder can affect how well you deliver your project.
- Transform Governance: shift your mindset, establish a governance structure, and advocate ethical behaviour.
- Build Relationships: earn trust, gain respect, and adopt a collaborative relationship model.
- Improve major capital project performance.
- Conduct oversight of major capital projects.
- Understand and fulfill senior leaders’ obligations, and
- Discover how to build solid working relationships and improve performance.
A hard copy of the book “Benevolent Dictatorship for Major Capital Projects” by Dr. George Jergeas, P.Eng., provides discussions on:
- Project delivery model
- Risk and contingencies
- Governance framework
- Oversight and leadership checklist
- Ethical and legal compliance checklist
- Collaborative model and leader traits list
By participating in this session, leaders will learn how to:
- Improve major capital project performance
- Conduct oversight of their major capital project
- Understand and fulfill their obligations
Recommended for politicians (ministers, deputy ministers, municipal councillors), presidents, city managers, vice presidents, project directors, and professional members.
Professor, Project Management, University of Calgary
George is a Professor of Project Management in the Schulich School of Engineering at the University of Calgary, where he is involved in both the teaching of and research into project management since 1994. He has 40 years of work experience, principally in infrastructure projects and claims and disputes. He is also an active project management consultant, trainer, and coach for both public and private sector organizations in Canada and has provided extensive project management services to many Canadian, American, and international companies. He has worked with project teams in oil sands development, hospitals, roads and bridges, tunnelling, LRT expansions, and mining projects. List of clients include CNRL, Husky, Chevron, EnCana, Keyera, Flint, PennWest, APEGA, City of Calgary, City of Edmonton, and the District of North Vancouver.
As a claims consultant investigating numerous construction projects, both in Canada and the USA, George gained insight into the fundamental causes of project success and failure.
Through his experience and research, George has developed a strong interest in improving project success founded upon improving the effectiveness of project teams. George’s work focuses on improving project alignment, building, and sustaining project teams, cost overruns, and construction productivity on mega oil and gas projects.