Experience Matters

The executive management of this EPC contractor desired to make its project financial forecasting more robust after suffering a number of project write-downs. After verifying that these write-downs were more than an accounting exercise, the EPC contractor wanted an independent third party to evaluate its bidding and execution practices, benchmark them against industry practices, and develop an integrated project risk management/project governance system that executive management could rely upon. Engaged to evaluate the written procedures and practices of each of the four divisions against industry practices. After the steps required to make those procedures and practices more robust were defined, the team worked with the client to revise the procedures and adjust its practices to make the output of the bidding and execution processes more reliable and transparent to management. This work also involved developing a client custom project governance program to identify high-risk bids and projects during execution and define the tools/staff needed to address these high-risk situations.

On behalf of an owner, evaluated a contractor’s expert report and €18 million delay and disruption claim concerning the replacement of emergency diesel generators on a nuclear power plant in Finland. Assessed the expert’s time extension analysis, which was found to lack an assessment of the critical path of the work. The claim was ultimately rejected.

Provided damages and schedule analysis and claims assistance for an electrical and instrumentation contractor on a geothermal power plant project.

Prepared and analyzed detailed as-planned and as-built schedules to assist an owner defending against contractor claims on a university dormitory project in Riverside.

On behalf of an owner, reviewed the EPC contract and the project management and project controls procedures for risk identification issues. Provided a claims management and prevention seminar. Also reviewed the EPC contractor's baseline schedule to identify logic and other problems.

On behalf of an owner, analyzed change order claims alleged by an EPC contractor on an ethanol from corn project at an old brewery site.

Performed data analysis on a natural gas floating platform. The scope of work included analysis of daily project reports, vessel’s master daily logs, daily work tickets, and contractor/client correspondence.

On behalf of a major international oil company, analyzed the quantum aspects of an EPC contractor’s $130 million delay and changed conditions claim. The claim involved the relocation of a gas processing plant project site after construction had commenced because of the discovery of unfavorable soil conditions. Prepared an expert report and rebuttal expert report and testified in ICC arbitration. The EPC contractor’s claim was denied, and the owner’s liquidated damages claim was upheld.

Developed the Baseline CPM Schedule for the $76 million Route 18 Extension Section 2A Highway Project.

Provided litigation support services for a $3 million real estate development project. Created as-planned and as-built CPM schedules for delay and acceleration evaluations including extensive analysis of weather delays.