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Featured Experiences

Interim Management and Troubled Project Turnaround

We are experts to turn a troubled project around. It requires specialized skills to quickly develop and execute the project recovery plan. Some of the warning signs you should never ignore include: the customer is no longer on the same page as you, threat of penalties or litigation, unexpected activity levels, unpaid invoices, pending change orders, forecasts or schedule are constantly changing.

Medupi Power Station

Lephalale, South Africa

Project delayed by the customer for more than 7 years with extension of time (EOT) paid as cost-plus. Project experiencing all the signs of a troubled project and tense relationships with the customer. Continuous support of the project management team for over five years. FIDIC EPC contract at fixed price and duration.

Project delayed by the customer for more than 7 years with extension of time (EOT) paid as cost-plus. Project experiencing all the signs of a troubled project and tense relationships with the customer. Continuous support of the project management team for over five years. FIDIC EPC contract at fixed price and duration.

Interim Management and Troubled Project Turnaround
  • Assessment of the project situation (financials, scope, schedule, quality, customer relationship).

  • Change of the management team and replace the main subcontractor with the support of the customer.

  • Re-engage the customer in a collaborative relationship.

  • Agreement with the customer on the limits of the scope, the warranty and the maintenance obligations as well as disputed items to be settled amicably.

  • Implementation a strong cost tracking system.

  • Maintain employee engagement and morale during the completion phase through flexibility, social activities, skills development and incentive programs.

The Medupi Power Station is a coal fired high pressure boiler system designed to produce 4788MW of total power or 798MW from each of its six boiler units. Source water for the boilers will be piped from a raw water reservoir. The EPC contractor is responsible for the design, supply, installation and commissioning of the ultra-pure water treatment plant and condensate polishing plants.

Other services

Interim Management and Troubled Project Turnaround

Claims & Dispute Resolution

Project Management, Monitoring and Control

Project Management Information Systems (PMIS)

Training & Coaching

Harvest-Power Waste to Energy Plant

London, On, Canada

Turning risk into results: from a project nearly stopped with important scope creep issues to a project qualified by the customer as a "<em>world class facility</em>", settled financially in our favor in arbitration.

Turning risk into results: from a project nearly stopped with important scope creep issues to a project qualified by the customer as a "<em>world class facility</em>", settled financially in our favor in arbitration.

Interim Management and Troubled Project Turnaround
  • Assessment of the project situation (financials, scope, schedule, quality, customer relationship). 

  • Mentor current PM and realign internal/interdepartmental leadership. 

  • Set up a recovery project management team, co-located on the site. 

  • Re-engagement of the company, the project team, the subcontractor and the client to work together to complete the work, creation of a steering committee with the client's management. 

  • Implementation of a strong issue management system and cost tracking system with a focus on following site instructions and change orders. 

  • Led final completion and customer acceptance.

The EPC contractor responsible for the design, supply, installation and commissioning of a 2.85 megawatt electrical generation (using methane from biogas) and fertilizer production facility in London Ontario, Canada. The biogas was produced by processing 65,000 tonnes of mixed organic material each year such as market/kitchen waste, fats/oil/grease, etc.

Other services

Claims & Dispute Resolution

RWE coal-fired Power Plant

Eemshaven, Netherlands

Project was presenting signs of distressed project (delays, lack of productivity, margin erosion, difficulty for the project management to forecast time and cost). After assessment and evaluation, the EPC contractor has decided to implement a project recovery team.

Project was presenting signs of distressed project (delays, lack of productivity, margin erosion, difficulty for the project management to forecast time and cost). After assessment and evaluation, the EPC contractor has decided to implement a project recovery team.

Interim Management and Troubled Project Turnaround
  • Assessment of the project situation (financials, scope, schedule, quality, customer relationship).

  • Appoint and follow-up weekly with a senior recovery project manager.

  • Set up a recovery project team co-located on the site including design engineers, planner, document controller.

  • Implementation of a productivity measurement and management system.

  • Implementation of an issue management system with quick decision-making process.

The project involved the design and installation of a wastewater treatment plant to be able to discharge to a site of special ecological interest. The Project was let in two phases, phase one Design and the second phase was the Plant construction. Subsequent change orders have increased the overall scope and value.

Other services

Interim Management and Troubled Project Turnaround

Claims & Dispute Resolution

Carrington Power Station

Manchester, United Kingdom

The project management team was faced with the dual challenge of overcoming the disruptions caused by the main EPC contractor and dealing with the contractual disputes about delays, payments and performance specifications.

The project management team was faced with the dual challenge of overcoming the disruptions caused by the main EPC contractor and dealing with the contractual disputes about delays, payments and performance specifications.

Interim Management and Troubled Project Turnaround
  • Assessment of the project situation (work to be completed, in scope/out of scope, disputed contractual specification...

  • Appoint and follow-up weekly with a senior recovery project manager. 

  • Confirm the internal project plan with the project team; resources, organization, clarify scope to eliminate all gray areas. 

  • Implement communication strategy, cut off all unofficial communication channels and centralize everything with the PMO.

  • Improve notification processes for early warning, disruptions, changes, issues and formalize all meetings with minutes, all important calls with confirmation emails. 

  • Help the team to review and firm up the project schedule and communicate it with the customer (EPC contractor). 

  • Report of progress frequently. Implementation of a productivity measurement and management system. 

  • Completion of all commissioning and testing activities, backed up with reports and pictures, even if denied by customer.

Design built type of contract to deliver a water pre-treatment plant and treatment plant from the Manchester Shipping Canal and River Mersey in Partington. Work performed for the M&E subcontractor.

Other services

Claims & Dispute Resolution

Sea water desalination plants

Ajman, UAE

Project showed signs of distressed project. Project management was no longer able to forecast time and cost and customer had indicated its intention to claim late delivery penalties. The relation with the consortium partner was affected by internal dispute on the responsibility for delays.

Project showed signs of distressed project. Project management was no longer able to forecast time and cost and customer had indicated its intention to claim late delivery penalties. The relation with the consortium partner was affected by internal dispute on the responsibility for delays.

Interim Management and Troubled Project Turnaround
  • Assessment of the project situation (financials, scope, schedule, quality, customer relationship).

  • Include the project in a specific portfolio to reduce impact of normal operations.

  • Maintain the project management in place with close coordination, retaining the knowledge of the project and using the opportunity for training.

  • Confirm the with the team the understanding of the scope to eliminate all gray areas.

  • Cut off all unofficial communication channels and centralize everything with the PMO.

  • Improve notification processes for early warning, disruptions, changes, issues and formalize all meetings with minutes, all important calls with confirmation emails.

  • Help the team to review and re-baseline the programme more realistically and implement close monitoring / management of the activities of the civil consortium partner.

  • Report on progress frequently with the customer and civil partner. 

  • Completion of all commissioning and testing activities.

The Federal Electricity and Water Authorities (FEWA) seawater reverse osmosis (SWRO) plants at New Qidfa and Al Zawrah, United Arab Emirates produce respectively 13,650 m3/day and 27,300 m3/day of potable water from Gulf of Oman with energy recovery technologies. The EPC Contractor was awarded a design-built contract in consortium with a local civil contractor for the civil works and building services.

Other services

Claims & Dispute Resolution

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