AACE International
AACE ConEX 2026
Data Analytics for Cost Engineering and Project Controls
Exercise 1
AACE ConEX 2026 · Exercise 1

Maturity & Capabilities
Assessment

AI in Total Cost Management Bootcamp — Day 1 · Estimated time: 8–10 minutes

H. Lance Stephenson · AECOM Jareth Reeves · Kaleido

This is the first step of the bootcamp. You will rate your organisation across two areas — Project (TCM) Maturity and Data Analytics Capabilities — on a 0–6 agreement scale.

There are no right answers. Rate your organisation as it is today, honestly. You will create a participant code here that you’ll reuse for the rest of the bootcamp surveys — write it down.

Step 1General Information
Type of Work
Which best describes your organisation?
Client / Owner
Professional Services
Architect / Engineer (A/E)
Vendor / Supplier
Constructor
Other
Number of Employees
Approximate size of your organisation.
Fewer than 500
500 – 2,000
2,000 – 5,000
More than 5,000
Industry
Your primary industry sector.
Oil & Gas
Power
Infrastructure
Buildings
Defence
Other
Create Your Participant Code
Create a memorable 4-digit code — for example, the last 4 digits of your mobile number. Write it down. You will reuse it for the Day 1 survey and again on Day 2.
All fields required to continue
Part 1Project (TCM) Maturity

Rate how strongly you agree that each statement describes your organisation today. Statements 1–15 of 30.

0 · Strongly disagree3 · Neutral6 · Strongly agree
1. There is a clear effort to develop extended domain knowledge for project execution.
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2. Risk management is a priority for executives, with structured processes in place.
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3. Communication between line management and project leadership is consistent and effective.
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4. Change management processes are well-structured and adaptable to shifting priorities.
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5. We actively innovate and refine our project management processes to stay ahead of industry challenges.
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6. The value of project management is widely understood within my organisation.
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7. Governance structures (e.g., committees, decision-making roles) are in place and effective for project oversight.
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8. Project goals are translated into clear, actionable plans at the WBS level.
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9. My organisation has mechanisms to detect and respond to early warning signs of project failure.
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10. External partners and vendors are effectively integrated into project workflows.
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11. My organisation is willing to invest in tools and resources to support project management.
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12. Strategic objectives for the project are clearly defined and consistently communicated.
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13. Team collaboration is encouraged and facilitated across departments.
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14. Lessons learned and risk assessments from previous projects are systematically applied to improve outcomes.
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15. Project management tools and technology are adequate and enhance efficiency.
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Answer all 15 to continue
Part 1Project (TCM) Maturity — continued

Statements 16–30 of 30.

0 · Strongly disagree3 · Neutral6 · Strongly agree
16. Leadership actively promotes project management as a core competency.
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17. Leadership addresses persistent project delivery issues rather than reacting to immediate problems.
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18. Line managers support project management by ensuring their teams meet commitments.
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19. Project teams effectively manage interdependencies between WBS elements.
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20. Overall, I am confident that my organisation’s project management approach will lead to successful outcomes.
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21. My organisation actively identifies systemic challenges before they impact project outcomes.
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22. Senior executives visibly support project management through active participation in key initiatives.
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23. Line managers effectively manage their teams to minimise silos and misalignment between departments.
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24. My organisation is committed to robust upfront planning to ensure project success.
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25. My organisation has successfully integrated cost, schedule, and risk management for project delivery.
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26. My organisation recognises the need for structured project management across all levels.
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27. Executives ensure that the necessary budget and resources are allocated for project success.
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28. Line managers proactively address challenges and risks impacting project deliverables.
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29. Performance metrics (KPIs) are meaningful, consistently tracked, and used to drive improvements.
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30. Compliance with regulatory and contractual requirements is consistently prioritised.
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Answer all 15 to continue
Part 2Data Analytics Capabilities

Each statement describes a fully mature capability. Rate how strongly you agree your organisation has reached it today.

0 · Strongly disagree3 · Neutral6 · Strongly agree
Data Analytics Pursuit Capabilities
Strategic Purpose for Innovation. The organisation has a defined corporate strategy that drives most, or all, revenue based on advanced technologies and methodologies. Its enterprise strategy is centred on data.
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Enterprise Capabilities. A substantial number of personnel have enterprise institutional knowledge and an understanding of the business needs and where to apply integrated solutions. The organisation drives culture, governance, and skills through engaged leadership.
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Operational (TCM Domain) Maturity. The organisation is considered a leader and expert in its field. It implements strategic solutions to improve operations and drives change by leveraging data analytics as a core driver of its business.
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The Pillars of Data Analytics
Data Analytics Skills & Knowledge. The organisation demonstrates advanced skills across all areas of data analytics (maths, programming, and domain knowledge) and can provide planning, descriptive, diagnostic, predictive, and prescriptive analytics across the enterprise.
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Data Visualisation and Communication. The organisation demonstrates advanced skills and knowledge in all areas of data visualisation and communication.
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Data Pipeline and Technical Landscape. The organisation has an enterprise-ready data platform integrated with a security framework and user access controls, with data pipeline governance features to help ensure compliance.
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Fundamental Principles of a Data Analytics Strategy
Policy and Ethics. Company-wide policies and ethics guidelines establish governance; data security is defined as a core principle, continually redefined to reflect current regulatory and corporate requirements.
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Data Analytics Governance Framework. A data governance council operates as a senior management body; accountability is defined and shared, with steering committees driving enterprise change. Decision-makers trust and use the data assets.
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Key Performance Indicators. Predictable, comprehensive leading and lagging measures are defined; strategic KPIs are aggregated, visible in real time across the organisation, and used in strategic planning and improvement.
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Data Team Organisation
Team Models and Structure. A comprehensive team model supporting the enterprise data analytics platform is defined and fully integrated, with assigned authority and governance/oversight across the enterprise.
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Roles and Responsibilities. Role definitions (against industry standards) are complete and support enterprise objectives. An integrated accountability/responsibility matrix is defined, with authority, approvals, and security levels assigned.
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Talent Strategy. A talent strategy is fully operational. Hiring, development, reward, and recognition reinforce collaboration, learning, and organisational change, and the strategy is reviewed and updated regularly.
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Data Analytics Operational Requirements
Procedures, Guidelines, and Processes. A comprehensive, end-to-end network of procedures with clear supplier inputs and customer outputs exists. Process owners are familiar, well-trained, and skilled in performing the procedures.
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Data Literacy Competencies. The organisation drives advanced analysis and visualisation across all levels. Outputs are openly questioned to build confidence, and a data-driven culture has been institutionalised.
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Management of Change. The organisation drives change across all levels and has methods, tools, and training in place to promote the adoption of change.
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Answer all 15 to submit

Exercise 1 Complete

Your assessment has been saved. Keep your participant code — you’ll need it for the Day 1 survey and again on Day 2.

Your Participant Code
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Next: open the Day 1 Survey and sign in with this code.

Go to Day 1 Survey →
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