Our engineering and construction clients face an increasingly demanding environment driven by more complex projects, more uncertain approvals and constant calls for faster and less costly delivery. At PIP, we know what it takes to get the job done and deliver the optimum scope on time and on budget: from developing the right design, strategies and contracts through to aligning the delivery of pre-construction activities, shortening schedules, helping front-line crews meet daily construction rates and ensuring commissioning and ramp-up targets.
In recent years, PIP consultants have supported private and public engineering and construction clients in infrastructure, mining, oil and gas, roads and rail, power and buildings, across all major disciplines: from engineering and approvals through civils and structures to commissioning. We also help with procurement and cost and overhead reduction. Our teams combine seasoned construction professionals with our functional experience in lean performance and organisation improvement from diverse industrials. We have helped client teams deliver significant improvements to, not only billion-dollar mega-projects on remote greenfield sites, but also small sustaining capital expansion projects on brownfield industrial sites.
Our clients need pragmatic solutions that deliver immediate improvements, that are sustainable through the life of their project. We are passionate about cutting through apparent complexity using the right communications and transparent performance management. PIP consultants focus on coaching and project-specific solutions rather than filling resource gaps. We work across organisations from executives through to contractor’s construction supervisors to deliver immediate schedule or cost savings. Where appropriate, we also work with your client owner’s teams to debottleneck processes and clarify roles and accountabilities in order to make the whole project more effective. You’ll find us wearing personal protective equipment (PPE) far more often than a suit!
So much of a capital project’s value is made or destroyed in the design phase. In the past four years, we have assisted our clients to reduce capital in designs by over $31 billion and increase capital project NPVs by over $39 billion.
Here we work with design teams to help them improve the way they manage the design process, team effectiveness, and efficiency. For example, we have:
So many of the problems in construction can trace their cause back, in part, to the contracting phase. We act as thought partners to help our clients consider alternatives – taking into account risks, who is the natural owner of each risk, what type of relationship best suits the circumstances, what type of fee type and size/structure of incentives match the situation, escalation clauses, tricks and traps. Additionally, we help our clients effectively procure and manage the logistics and warehousing to prevent supply chain problems occurring. For example, we have:
PIP helps projects in pre-construction release the construction phase on schedule, as well as ensuring the team makes the transition from an engineering to construction mind-set early enough. For example, we have:
PIP works with and coaches project management teams and construction crews to deliver the construction phase of projects on time and in full. For example, we have:
PIP supports project management teams to develop and implement the most appropriate management and assurance processes. For example, we have:
We support engineering and construction companies in developing corporate strategies, assessing opportunities and enhancing sales. For example, we have:
We have extensive experience helping our clients to identify and deliver step changes in cost and overhead reductions and in releasing and then managing working capital. Our teams have extensive experience in this across a number of industries and our deep operations experience mean that this will not be a slash and burn exercise, but thoughtful partnership with your people recognising the many risks and risk implications associated with reductions in these areas. For example, we have:
Engineering is usually impossible to manage. The Engineering Reviews and the Readiness Tracker allow us to manage the Engineering Offices very effectively. I will definitely allow budget for putting together Engineering Reviews and Readiness Board on my next project.PAUL, PROJECT MANAGER, IRON ORE MINING INDUSTRY