White Papers

Based on our experience consulting for large, complex industrial projects globally, we find that logistics is a major source of disruption to projects, while not being identified as such in most risk assessments and project organisations. In our new White Paper 2024-03 \’How Logistics is a Major but Underestimated Contributor to Project Risk\’ we investigate […]

On large projects, the documentation provided to support procurement can often be extensive. The large number of documents produced by different originators can sometimes result in contradictory requirements, are often not rationalised, and may become unmanageable by smaller suppliers This is often a blind spot of client organisations that rely on different subject matter experts

Quantitative risk analysis on large complex projects is often performed using statistical tools based on Monte Carlo approaches, applied for cost and schedule. These approaches can be supplemented by scenario analysis, in which a number of risk and opportunity factors are combined in scenarios of different probabilities of occurrence. Reviewing the consistency of the outcomes

While this situation should be avoided by a proper project definition phase, it is sometimes necessary to substantially pivot and change course during the execution of a project. This implies significantly changing the project objectives and/or execution strategy. This situation necessarily creates substantial disruption. Based on our experience, our new White Paper 2023-12 \’How to

During the later phases of industrial projects, design Open Points can be identified during detailed design or fabrication design that require treatment to ensure the overall consistency of the facility design. Punch Points are also identified during commissioning and pre-hand-over that generally need to be rectified prior to hand-over or startup. The traditional management approach

To address the complexity of major industrial projects, collaborative extended enterprise setups or even contractual alliances are implemented. They often fail to deliver the expected value or performance. We have found that a number of precautions including the involvement of a neutral third party from the onset are useful success factors. Our new White Paper

Some contractors or owners must manage a portfolio of identical or similar projects, and need to account for a series effect between successive projects. Portfolio performance thus depends on each project performance and the actual measured series effect which impacts both cost and schedule. Our new White Paper 2023-08 \’How to conduct Project risk management

Many large projects can be impacted by risks and opportunities which are beyond the control of the project or organisation, and which can be systemic (e.g. like climate change, global economics) or that can be quite unknown. The situation gets worse the longer the project is, or for owners that must consider the full infrastructure

Larger owners quite often acquire major projects from junior developers at various development stages, including potentially close to Final Investment Decision. Of course, such a transaction requires a substantial due diligence, as well as some precautions to fully understand the remaining risks associated with the venture. In our new White Paper [2023-06] \’Key steps for

Contractors sometimes take the role of owner support, i.e. providing an owner organisation with competent resources and possibly processes and systems to oversee a major industrial project and other contractors. This type of service actually involves quite a different mindset and setup compared to a normal contractor posture. Our new White Paper [2022-05] \’From Contractor