Chemical Engineering January 2017 - 55

claims. Identifying claims-related
costs at the end of a project can be
a monumental effort riddled with assumptions
and exclusions if impacts
are not monitored from the outset
of a potential claim. CPI operating
companies with extensive claims
experience understand the value of
continuous cost tracking and monitoring
of project schedules to manage
associated claim impacts with
improved analytics.
Gaining competitive advantage
by implementing a project-data
strategy to take advantage of current
and historical project data.
The project team should consider
the following to make the best use of
cross-project data:
* How data will be captured and
used
* Whether an integrated PMIS will
be utilized to track, manage, report,
share and archive project
documents and records
* Whether there will be a common
data taxonomy, project coding
and work-breakdown structure
leveraged across the entire project
* How to leverage past data to build
a predictive model that proactively
alerts you when performance is
likely to be impacted
* How technology requirements and
model results will be shared and
used by contractors and subcontractors
*
How remote users will access
project documents, and what
level of security protocols will be
employed
Although operating companies have
historically been reluctant
to take
full advantage of technological advances,
it is clear that many of these
industries are poised for transformation.
Leveraging historical and current
project data while making better
use of cloud and mobile technology
can help to unlock the potential of
project-management information
systems for other business uses, as
well. For instance, improved data
analytics will help to improve projectmanagement
processes,
allowing
for
better program-wide decisions
to be made, providing improved visibility
into project- and portfolio-level
impacts, and improving capital project
and portfolio performance.
CPI companies that are planning
to embark on a facility construction
project often face hurdles that can
prevent successful project execution.
However, many of today's leading
companies are mitigating this
with innovative approaches to project
delivery, and by leveraging technology.
This is helping them to adapt
to market demands while improving
project visibility and control.
Specifically, CPI operating companies
that have embraced the changing
landscape of project delivery
have benefited significantly through
improved project performance, increased
cost predictability and an
improved ability to identify and mitigate
risks before they are able to
have a significant impact on the project.
Selecting the most appropriate
delivery structure and project-system
infrastructure can help to set any
capital-intensive project on a track
for success, and help to ensure that
the firm is appropriately equipped to
deliver the project to completion.
Although establishing a hybrid
delivery model and PMIS system
requires a higher upfront investment
cost compared to the status quo,
these investments are very likely to
produce a return on investment that
will greatly exceed the initial investment.
With an adequately structured
and equipped project-delivery
model, numerous risks will be
avoided and efficiencies gained. n
Edited by Suzanne Shelley
Clay Gilge is a principal in
KPMG's Major Projects Advisory
practice (1918 Eighth Ave., Suite
2900, Seattle, WA 98101; Email:
cgilge@kpmg.com). He has spent
his career in the construction industry,
starting as a trade contractor,
then as a project engineer for
Bechtel on energy projects, a senior
construction contract manager
for Intel, and now as an advisor with KPMG. Having
worked in each of these roles, Gilge has observed firsthand
the unique challenges and opportunities that exist
to improve performance of capital-intensive projects.
Gilge is the chief architect behind KPMG's global major
projects methodology, as well as KPMG's industry-leading
Major Projects Advisor and Capital Project Data Engine.
Over the past decade, he has focused on helping
energy and natural resources companies transform how
they approach the delivery of capital projects by developing
leading tools and methodologies supported by
industry-leading benchmarking.
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Chemical Engineering January 2017

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