EventEXPO-26DemoAI-planned

Technology Expo Sydney

Two-day trade expo bringing Australian deep-tech, advanced manufacturing and AI companies together with regional buyers at ICC Sydney.

At risk53

Project health

MNDOSWKATF

Owner: Mai Nguyen
Target: 16 Oct 2026 · in 5 weeks
Budget: AU$388K of AU$780K
Progress: 3/7 milestones
Assigned: 5 people

Project Truth

What is actually happening, computed from the project record. Activity and readiness are measured separately, because they are not the same thing.

Computed

Project health

53 / 100

At 72% of elapsed time

High confidence

Blockers: 11
Decisions waiting: 2
Budget variance: +6.8
Critical dependencies: 1

Last material change

Raised schedule risk — Public launch campaign live — Project Doctor, 3 days ago

Next critical action

Approve the varied production scope

Each day this waits is a day added to the delivery date, because the work behind it cannot start in parallel.

Go there

Where this came from

Calculated today · 78% of sources current

Tasks2 days old20 tasks, last changed 2 days ago.
Decisions3 days old4 decisions, last changed 3 days ago.
Deliverables2 days old5 deliverables, last changed 2 days ago.
Outcomes4 days old2 outcomes, last changed 4 days ago.
Readiness gates3 days old8 gates, last changed 3 days ago.
Execution historycurrent57 recorded events, last changed today.
BudgetcurrentEntered manually. Last touched 1 day ago. No finance system is connected.
Evidence8 days old5 items, last changed 8 days ago.
Vendor statusunverified3 suppliers recorded from what was entered here. Nothing has been confirmed with the suppliers themselves.

Evidence has not changed in over a week. Treat anything derived from it as a position rather than a current fact.

Vendor status is recorded from what was entered here and has not been confirmed with the source. The product does not assume it.

Activity is not readiness

Five measures from different evidence. The gap between the first and the rest is what tells you whether this project is genuinely moving.

Execution progress

56%

11 of 20 tasks complete, weighted by estimated effort

High confidence

Deliverable readiness

35%

1 of 5 deliverables accepted; the rest measured on acceptance criteria met

High confidence

Launch readiness

36%

1 of 8 readiness gates cleared under the event profile, with 0 of 3 launch-blocking deliverables accepted

High confidence

Outcome readiness

27%

2 of 2 outcomes have linked deliverables; 0 assessed on track

Low confidence · not known: 1 outcome has no measured current value

Commercial readiness

62%

2 opportunities, 1 approved pack, 3 live deals

High confidence

Activity

11 of 20 tasks

9 still open

Output

1 of 5 deliverables accepted

3 launch-blocking outputs outstanding

Outcome

0 of 2 on track

1 have a measured value

What is blocked (11)

Anything that would stop this project shipping today.

Production build (stage, rigging, AV)
Blocked, and required before this project can ship.
deliverable
Buyer matching programme
3 of 4 acceptance criteria still to meet.
deliverable
Public launch campaign
Blocked, and required before this project can ship.
deliverable
Approve the varied production scope
Waiting 4 days on a critical decision.
decision
Approve the EVENT5D public experience for launch
Waiting 3 days on a high decision.
decision
Sign production supplier master agreement
Blocked for 6 days.
task
Sign production supplier master agreement
Waiting on an approval before it can complete.
approval
Approve EVENT5D public experience draft
Waiting on an approval before it can complete.
approval
Production gate
Production is blocked — Supplier master agreement is unsigned, so the build cannot be scheduled. Nothing ships until it clears. Mai Nguyen owns it.
gate
Operations gate
In progress, but no deliverable is linked to it, so its progress is a stated position rather than a measured one.
gate
Speakers gate
In progress, but no deliverable is linked to it, so its progress is a stated position rather than a measured one.
gate

What will go wrong

Rule-based forecasts from current evidence. There is no historical baseline across projects, so these are arithmetic you can check, not probabilities.

High risk· Moderate confidence
Sign production supplier master agreement has been blocked for 6 days
Why
— Blocked since 2 Sept
— On the critical path, so nothing behind it can start
— Waiting on an approval
Impact
Every day blocked is a day added to the delivery date.
Likely delay 6–8 days
How that figure was arrived at
On the critical path, so the 6 days blocked pass straight through to the finish date. The upper figure allows for restart time.
Rule-based. Derived from the dependency graph and how long the item has been stopped.
Recommended intervention
1. 1.Get the approval, or remove the approval requirement if it is not warranted
2. 2.Start downstream work that does not strictly need this finished
Owner — Mai Nguyen
High risk· High confidence
Approve the varied production scope has been waiting 4 days
Why
— Critical impact
— 2 work items cannot proceed without it
Impact
1 milestone depend on it.
Likely delay 4–7 days
How that figure was arrived at
The 4 days already spent waiting are lost from the schedule. The upper figure allows for restarting the 2 blocked items.
Observed directly. The decision has an owner, a request date and a list of what it is holding up.
Recommended intervention
1. 1.A recommendation is prepared — review it and decide
2. 2.If it cannot be decided this week, say so explicitly and reschedule the work behind it
Owner — Anthony Bui
High risk· High confidence
Tom Ferreira holds 2 of 2 critical-path items
Why
— 100% of the remaining critical path sits with one person
— 9 items are open across the project
Impact
If that person is unavailable, the critical path stops entirely. There is no parallel route.
Observed directly from assignment and the dependency graph.
Recommended intervention
1. 1.Move at least one critical-path item to another owner
2. 2.Agree cover for that person before the next delivery increment
Owner — Mai Nguyen
High risk· Low confidence
Acceptance window is tight on 3 launch-blocking deliverables
Why
— 9 acceptance criteria are still unmet across launch-blocking deliverables
— The earliest is already 3 days past its date
Impact
Deliverables get accepted under time pressure, or the launch moves.
Likely delay 9–13 days
How that figure was arrived at
Counting roughly one working day per unmet acceptance criterion, 9 criteria need about 9 days and there are 0. This is a rule of thumb, not a measurement.
Rule-based, using one day per unmet acceptance criterion. Replace with measured effort once deliverable work is estimated.
Recommended intervention
1. 1.Review acceptance criteria and drop any that are not genuinely required for launch
2. 2.Start acceptance on the criteria that can be met now rather than at the end
Owner — Mai Nguyen
Medium risk· Moderate confidence
Delivery date at risk by 1–10 days
Why
— About 67 hours of work remain against roughly 12 hours a week of recent throughput
— 1 item is blocked, the longest for 6 days
— 2 unmade decisions of high or critical impact
— 1 milestone is already past due
Impact
Target date is 38 days away. 4 milestones remain.
Likely delay 1–10 days
How that figure was arrived at
67 hours of work remain. Recent throughput is about 12 hours a week, from 5 tasks completed in the last 28 days as recorded in the execution log. At that rate the work needs about 5.6 weeks and there are 5.4 weeks left. The upper figure assumes throughput drops by a quarter.
Rule-based. There is no historical baseline across projects, so this is arithmetic on current work rather than a statistical prediction. Throughput comes from 5 completion events recorded over 28 days.
Recommended intervention
1. 1.Clear the 2 decisions waiting — they cost nothing to make and are holding work
2. 2.Unblock or reassign the 1 stopped item
3. 3.Freeze non-critical scope so remaining throughput goes to the critical path
Owner — Mai Nguyen
Medium risk· High confidence
Approve the EVENT5D public experience for launch has been waiting 3 days
Why
— High impact
— 2 work items cannot proceed without it
Impact
1 milestone depend on it.
Likely delay 3–6 days
How that figure was arrived at
The 3 days already spent waiting are lost from the schedule. The upper figure allows for restarting the 2 blocked items.
Observed directly. The decision has an owner, a request date and a list of what it is holding up.
Recommended intervention
1. 1.A recommendation is prepared — review it and decide
2. 2.If it cannot be decided this week, say so explicitly and reschedule the work behind it
Owner — Kenji Arai

What readiness gate is preventing delivery

Judged under the event profile — this project's own definition of ready, not a universal one.

Open readiness

Production

Production is blocked — Supplier master agreement is unsigned, so the build cannot be scheduled. Nothing ships until it clears. Mai Nguyen owns it.

Venue100
Production10
Speakers45
Sponsors45
Guests25
Media25
Operations45
EVENT5D45

What actual execution history shows

Read from the append-only event log — when work started, finished and sat blocked — rather than from when records were last touched.

5 items completed in the last 28 days, about 12 hours a week.

Throughput: 12hper week
Cycle time: 8.2days, median
Time lost to blocking: 6.1days
Decision latency: —

Completion trend

Slowing

3 items in the first half of the window against 2 in the second. Comparison is between the two halves only, not against other projects.

Critical-path movement

2 of 2 items moved

2 critical-path items changed state in the last 28 days, but none completed.

Data basis

57 recorded events · window of the last 28 days · sample of 5 completions.

How health was calculated

Pulling this down

One person holds 100% of open critical-path work20
Production gate is not cleared, with 11 open blockers in total36
2 decisions waiting, the oldest for 4 days44
1 of 2 critical-path items are blocked46
27% outcome readiness at 72% of elapsed time46
35% of outputs ready at 72% of elapsed time48
2 awaiting approval48
1 blocked, the longest for 6 days — 6.1 days lost to blocking in the last 2860
About 5.6 weeks of work against 5.4 weeks remaining, at measured throughput97

All factors

Critical path46 · weight 13%
1 of 2 critical-path items are blocked
Deadline pressure97 · weight 14%
About 5.6 weeks of work against 5.4 weeks remaining, at measured throughput
Blocked work60 · weight 12%
1 blocked, the longest for 6 days — 6.1 days lost to blocking in the last 28
Decision latency44 · weight 12%
2 decisions waiting, the oldest for 4 days
Deliverable readiness48 · weight 13%
35% of outputs ready at 72% of elapsed time
Launch readiness36 · weight 13%
Production gate is not cleared, with 11 open blockers in total
Outcome confidence46 · weight 9%
27% outcome readiness at 72% of elapsed time
Resource concentration20 · weight 6%
One person holds 100% of open critical-path work
Approval latency48 · weight 5%
2 awaiting approval
Budget variance86 · weight 3%
78% of budget committed at 72% of the schedule

Decisions waiting

Open queue

Approve the varied production scopeToday
Anthony Bui · waiting 4 days
1. Approve the varied production scope
2. Sign production supplier master agreement
3. Finalise run of show with venue operations
4. Production build complete
5. Qualified export pipeline created for exhibitors
2 work items1 milestone2 launch-blocking deliverablesOn the critical path
Earliest milestone affected: Production build complete (8 Oct)
Approve the EVENT5D public experience for launchin 2 days
Kenji Arai · waiting 3 days
1. Approve the EVENT5D public experience for launch
2. Approve EVENT5D public experience draft
3. Brief media partners on launch campaign
4. Public launch campaign live
5. The 2026 edition covers its own cost
2 work items1 milestone1 launch-blocking deliverable
Earliest milestone affected: Public launch campaign live (5 Sept)

Are we moving toward the outcome?

Every outcome, the outputs that serve it, and how far along they actually are.

Establish an annual expo that pays for itself and generates a measurable export pipeline.

Qualified export pipeline created for exhibitors

42%

in 6 weeks

How we would know: 150 qualified buyer introductions logged and attributed
Where it stands: Not measured yet

Buyer matching programme1/4 criterialaunch-blocking
Exhibitor floor plan3/3 criteria
Post-event attribution report0/3 criteria

Establish an annual expo that pays for itself and generates a measurable export pipeline.

The 2026 edition covers its own cost

25%

in 4 weeks

How we would know: AU$400K sponsorship committed against AU$780K planned cost
Where it stands: AU$140K committed, AU$85K in proposal

Production build (stage, rigging, AV)1/4 criterialaunch-blocking
Public launch campaign1/4 criterialaunch-blocking

Every figure on this page is computed from the project record. Budget planned AU$780K, committed AU$612K, spent AU$388K.

Project Truth

Activity is not readiness

What is blocked (11)

What will go wrong

What readiness gate is preventing delivery

What actual execution history shows

How health was calculated

Decisions waiting

Are we moving toward the outcome?

Qualified export pipeline created for exhibitors

The 2026 edition covers its own cost

Command