Oil and Gas Project Controls Training Course

Participants can create aligned scope, organisation, cost and work breakdown structures.

• Work breakdown structures aligned with facilities, systems, and deliverables
• Cost breakdown structures linked to estimating and accounting codes
• Organisation breakdown structures defining accountable control account managers
• Control accounts connecting scope, budget, schedule, and responsibility
• Coding dictionaries supporting consistent reporting across contractor packages
• Scope dictionaries defining inclusions, exclusions, interfaces, and acceptance criteria

Participants can assess estimate basis, maturity, allowances and uncertainty for capital projects.

• AACE estimate classes and expected definition maturity requirements
• Estimate basis documents recording quantities, rates, assumptions, and exclusions
• Factored, parametric, and detailed estimating methods compared
• Direct costs separated from indirect costs, allowances, and contingency
• Vendor quotations, benchmark data, and productivity norms assessed
• Escalation, currency, taxes, and location factors incorporated consistently

Participants can produce a time-phased cost baseline and project cash-flow forecast.

• Approved budget distributed across control accounts and reporting periods
• Time-phasing rules aligned with schedule activities and procurement milestones
• Commitment registers distinguishing purchase orders, contracts, and approved changes
• Actual cost collection from invoices, accruals, payroll, and ledger extracts
• Cash-flow curves built from payment terms and forecast expenditure
• Management reserve separated from control account contingency and budget

Participants can develop a logic-driven integrated schedule for an oil and gas project.

• Primavera P6 activity coding for areas, disciplines, and contract packages
• Precedence diagramming relationships between engineering, procurement, construction, and commissioning
• Milestone dictionaries defining measurable completion and acceptance conditions
• Critical path method calculations for early dates, late dates, and float
• Schedule calendars reflecting shifts, weather windows, and access restrictions
• Level-three schedules linked to control accounts and progress measurement

Participants can evaluate schedule quality, critical paths and near-critical work.

• DCMA 14-point checks applied to contractor schedule submissions
• Open ends, excessive lags, and hard constraints identified
• Critical and near-critical paths traced through key project interfaces
• Negative float analysed against contractual milestones and recovery obligations
• Schedule updates reviewed for logic changes and status-date discipline
• Look-ahead schedules translated into accountable weekly work priorities

Participants can design progress measurement rules for engineering, procurement and construction work.

• Weighted milestone rules for engineering document development and approval
• Procurement progress measured from requisition through delivery and inspection
• Installed quantities measured against issued-for-construction quantity baselines
• Rules of credit assigned to fabrication, erection, testing, and handover
• Physical percent complete distinguished from elapsed time and invoiced value
• Progress measurement procedures defining evidence, ownership, and verification

Participants can calculate and interpret earned value indicators for project performance control.

• ANSI/EIA-748 principles applied to control account performance measurement
• Planned value, earned value, and actual cost calculated
• Cost performance index and schedule performance index interpreted
• Budget at completion, estimate at completion, and variance at completion
• Performance measurement baselines reconciled with authorised scope changes
• Earned value limitations for procurement-heavy and lump-sum contracts

Participants can prepare evidence-based cost and schedule forecasts using current project data.

• Estimate-to-complete forecasts built from remaining quantities and productivity
• Independent estimate-at-completion compared with contractor forecast submissions
• Trend registers capturing emerging scope, quantity, and productivity exposure
• Forecast confidence assessed through data quality and assumption testing
• S-curves used to compare planned, actual, and forecast performance
• Management actions linked to forecast drivers and accountable owners

Participants can connect project risk analysis with cost and schedule contingency decisions.

• Risk breakdown structures aligned with technical, commercial, and execution threats
• Cause-event-effect statements written for measurable risk register entries
• Probability-impact scoring supported by defined assessment criteria
• Monte Carlo analysis estimating schedule confidence and contingency ranges
• Three-point estimates applied to uncertain durations and cost exposures
• Risk owners, response actions, triggers, and residual exposure recorded

Participants can administer change control from identification through approved baseline update.

• Change registers recording origin, scope, estimate, schedule, and approval
• Technical queries and design changes screened for control impacts
• Change impact assessments separating direct, indirect, and time-related costs
• Authorisation thresholds aligned with delegated authority and governance requirements
• Baseline change logs preserving original budgets, dates, and audit trails
• Unapproved changes reported separately from authorised project budget movement

Participants can control procurement package status, commitments and contractor performance evidence.

• Procurement plans linked with long-lead equipment and schedule requirements
• Bid packages, purchase orders, and contract commitments tracked
• Expediting status measured against vendor document and delivery milestones
• Contract payment schedules reconciled with physical progress and acceptance
• Lump-sum, reimbursable, and target-cost control implications compared
• Vendor data registers monitored for engineering and construction dependencies

Participants can analyse field productivity and convert performance evidence into forecast actions.

• Installed quantities, labour hours, and productivity factors reconciled
• Earned hours compared with actual hours and planned norms
• Crew loading curves assessed against access, permits, and workfront readiness
• Constraint logs capturing materials, drawings, equipment, and interface blockers
• Daily reports validated against quantity books and supervisor records
• Productivity recovery actions assigned against measurable field performance indicators

Participants can control completion, commissioning and handover readiness through measurable systems.

• System and subsystem breakdown structures supporting commissioning sequence planning
• Mechanical completion certificates linked to inspection and test records
• Punch-list status categorised by safety, operability, and handover impact
• Turnover packages tracked against documentation, testing, and acceptance requirements
• Commissioning milestones integrated with construction completion and energisation dates
• Operations readiness actions monitored alongside physical completion progress

Participants can assemble schedule and cost evidence for delay analysis and claims review.

• Contemporaneous records collected from schedules, reports, correspondence, and site logs
• Time impact analysis applied to prospective delay events
• Windows analysis comparing critical path movement across update periods
• Concurrent delay assessed against contract entitlement and causation evidence
• Extension-of-time submissions checked for logic, records, and mitigation
• Disruption costs distinguished from delay costs and scope growth

Participants can produce decision-ready reports with clear exceptions, forecasts and actions.

• Monthly project control reports structured around approved management decisions
• Variance narratives explaining drivers, impacts, actions, and residual exposure
• Dashboards presenting cost, schedule, risk, progress, and procurement indicators
• Data dates, reporting cut-offs, and reconciliation rules controlled
• Forecast challenge meetings testing assumptions with discipline leads
• Assurance reviews checking baseline integrity, traceability, and reporting consistency

Participants can formulate a recovery plan for deteriorating cost and schedule performance.

• Recovery triggers defined from cost, schedule, productivity, and risk thresholds
• Root-cause analysis separating symptoms from controllable performance drivers
• Schedule compression options assessed through crashing and fast tracking
• Resource reallocation tested against workfront readiness and productivity limits
• Recovery forecasts documented with assumptions, owners, dates, and costs
• Executive recovery reports presenting options, trade-offs, and approval decisions

Participants can build, review and present a complete project controls pack for an oil and gas capital project.

• Scope, WBS, CBS, and control accounts integrated into one control basis
• Time-phased budget and cash-flow forecast reconciled with schedule milestones
• Progress measurement rules applied across engineering, procurement, and construction
• Earned value results interpreted alongside trends, risks, and commitments
• Change impacts assessed against cost baseline and critical path
• Management report presented with forecast, exceptions, actions, and decisions