Capital project performance starts with the Owner's capability, not the contractor's. I help utility, oil and gas, and industrial organizations build the project systems that prevent cost overruns, schedule failures, and change order exposure before they start.
Strong capital project performance is not the result of one good practice. It is the product of three interdependent disciplines, each reinforcing the others.
Front-End Loading is where projects succeed or fail. I help Owners build rigorous scope definition processes, PDRI-based maturity gates, and authorization frameworks that stop underdefined projects from reaching execution.
The people, processes, methods, and tools that an Owner deploys to plan, authorize, and execute capital programs. I design and improve the integrated systems that make capital project organizations effective, not just busy.
When Owners place little emphasis on the quality of their estimating capabilities, they face perilous challenges during execution. I work with organizations to mature their estimate classification practices, basis of estimate discipline, and contingency management.
Four decades inside Owner organizations and consulting to them. My career has been spent on one problem: why do capital projects underperform, and what can Owners do about it? The answer is never "hire a better contractor." It is always a stronger Owner capability.
I work with electric and gas utilities, oil and gas operators, and industrial organizations that are serious about improving capital project performance. The work is practical, frameworks-based, and grounded in research from IPA, CII, and AACE. No slides without substance. No recommendations without implementation plans.
If your organization is facing cost overruns, schedule failures, or authorization decisions based on inadequate project definition, those problems have solutions. Reach out.
fredwellman@ljmgroupweb.com