A practitioner's field guide to the disciplines that quietly decide whether a multi-billion-dollar project lands on schedule and on budget. Read it like a book — each chapter stands on its own, but together they map the terrain.
Open any chapter to dive in. New chapters are added over time.
Where projects actually break
Capturing, forecasting, and resolving interface points between parties, disciplines and contracts. Based on CII research on interface management practices.
Get the right contracts to award, on time
A focused tool for execution-phase contract development — from engineering scope handover, through bid evaluation and technical clarifications, to award. Built for the major packages where the path to award is itself a project.
Calibrate against reality, not folklore
Study-phase cost ratios, EPCM-to-TIC benchmarks, and — most importantly — duration benchmarks for engineering-to-PO and tender-to-award. With the CII / IPA / AACE perspective and a framework for building your own as-built database.
One schedule, every discipline
Planning is the connective tissue of every project discipline. Standard strings, milestones, S-Curves, and variance reads — the universal concepts that show up inside FEL, CPDS, interfaces, and benchmarking alike. Aligned with AACE Recommended Practices.
Cost, Time & Resource — done properly
How engineering and PMC houses size, price and progress professional-services scopes using CTRs (Cost, Time, Resource sheets). Role-based rates, deliverable-driven hours, and the AACE / CII references that anchor the practice.
Where Earned Value actually comes from
Level 5 progress definition for engineering deliverables, scopes of work and management plans. Gate-weighted % complete, mapped to L3 schedule activities, drives credible Earned Value (EV = Budget × % Complete).
Seeing across projects, not just within them
How to plan, sequence, and monitor a capital project portfolio — inter-project dependencies, resource levelling across contractors and engineering firms, phased execution strategy, and portfolio-level reporting. Aligned with AACE RP 68R-11 / 74R-13 and CII BP-36.
Spread the budget, control the project
Why spreading control-account budgets across time — and re-spreading every approved change against the working schedule — is the step that turns cost reporting into real cost control. Aligned with AACE 86R-14, 52R-06 and PMI EVM.
Have a topic you'd like covered as a chapter? Interface freeze, contingency drawdown, schedule risk analysis, owner's cost — let us know via theSupportpage on the main site.