A major capacity expansion under fast-track execution.

The project was designed to increase plant production capacity by approximately 300,000 tonnes annually, bringing total annual capacity to approximately 1.2 million tonnes. Engineering, procurement and construction progressed concurrently.

Multiple workstreams. Changing information. Tight interfaces.

Concurrent execution increased coordination complexity. Long-lead procurement, evolving engineering information, stakeholder interfaces and construction dependencies required an integrated controls approach.

Building the controls infrastructure for execution.

• Developed and implemented the integrated master schedule across engineering, procurement and construction.
• Built the procurement roadmap and aligned long-lead equipment with the master schedule.
• Established standardized construction progress-reporting templates and procedures.
• Developed progress-measurement rules and earned-value crediting methodology.
• Established weekly construction reviews and monthly engineering/procurement reporting.
• Tracked schedule/cost variance, CPI and SPI, and developed change-management and schedule-impact analysis processes.
• Integrated risk assessment into change evaluation before approval.

A dependable management-control framework.

Because the project was still in early execution, the primary contribution was the establishment of the project-controls infrastructure required to manage execution effectively: structured scheduling, standardized progress measurement, procurement alignment, performance reporting, earned-value tracking, risk assessment and controlled evaluation of project changes.