An Interactive 5-Day Training Course
Facilities Project Management, Cost Estimating and Execution
Practical guide to facility project management and execution
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Duration
5 Days
Price
$ 4,000
Starting From
25 Oct 2027
Facilities Project Management, Cost Estimating and Execution
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Facilities Project Management, Cost Estimating and Execution - SF-FPMC-PEA27
| Code | Date | Time | Duration | Location | Currency | Early Bird Fee Per Person |
|---|---|---|---|---|---|---|
| SF-FPMC-PEA27 | 25 - 29 Oct 2027 | 10 AM CST | 5 Days - 4 Hours / Day |
Online |
USD |
4000 |
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Facilities Project Management, Cost Estimating and Execution
This training covers the management and execution of oil and gas facility projects. It works through scope definition, work breakdown structure and project controls setup, cost estimating classes and cost control, schedule development and progress measurement, contracting and procurement strategy, fabrication and construction management, risk and change control, and the close-out and handover that completes a project.
Description
Facility projects fail in predictable ways. Scope is defined loosely and grows. Estimates are produced at a maturity the design does not support and then treated as commitments. Schedules are built without float and collapse at the first vendor delay. Contracts allocate risk to parties that cannot manage it. Change is absorbed informally until the cumulative effect is discovered at commissioning. This training covers the management practice that prevents these outcomes, applied specifically to oil and gas facilities rather than as generic project management.
The training develops scope definition and work breakdown structure as the foundation of every subsequent control, then covers cost estimating in detail, including estimate classes, estimating methods, contingency determination and the relationship between design definition and achievable accuracy. Cost control, value of work done, earned value and forecasting follow. Schedule development is covered through activity definition, logic, resource loading, critical path analysis, float management and progress measurement. Contracting strategy is then addressed with the risk allocation implications of each model, followed by procurement, expediting, inspection and logistics. Fabrication, construction, installation and hook-up management are covered with their specific oil and gas constraints, and the training closes with risk management, change control, close-out, handover and the capture of lessons for subsequent projects.
Cost overrun in this industry is systematic rather than random, and the causes are well documented. Projects sanction on estimates that reflect optimistic assumptions about scope stability, vendor performance and construction productivity. They then encounter the scope that was not defined, the vendor data that arrives late, the fabrication yard that is less productive than assumed, and the offshore campaign that loses weather days. None of these are surprises to experienced project engineers; the failure is that the estimate and schedule did not carry them.
Contracting strategy allocates risk, and risk allocated to a party that cannot control it returns as claims, disputes and cost. A lump sum contract awarded on an incomplete scope transfers uncertainty to a contractor who prices it, disputes it, or absorbs it and cuts quality. A reimbursable contract leaves the operator carrying execution risk without necessarily having the organisation to manage it. Choosing the model requires an honest assessment of scope definition maturity and of the operator's own capability.
Change control is where good projects separate from poor ones. Change is inevitable, and the objective is not to prevent it but to see it, price it, decide on it and record it. Projects that lose control do so through accumulated undocumented change, where the delivered facility differs from the sanctioned scope in ways nobody assembled until the final account.
Finally, the handover to operations determines whether the facility performs. Systems completion, documentation transfer, spares provision, operator training and punch list close-out are frequently compressed at the end of a project when budget and attention are exhausted. The consequence is a facility that starts up slowly, runs below capacity and carries defects for years.
By the end of this training, participants will be able to:
- Define project scope and construct a work breakdown structure that supports cost, schedule and progress control
- Prepare and assess cost estimates of the appropriate class and state their accuracy correctly
- Determine contingency and manage it as the project matures
- Develop and control project schedules including logic, resourcing, float and critical path management
- Measure progress and forecast cost and completion using earned value principles
- Select contracting strategies appropriate to scope maturity and risk allocation objectives
- Manage procurement, vendor performance, expediting, inspection and logistics
- Manage fabrication, construction, installation and hook-up activities and their interfaces
- Operate risk and change control processes that keep scope, cost and schedule aligned
- Plan and execute project close-out, handover and lessons learned capture
The training follows a facility project through its execution phases, with participants building the control artefacts at each stage: work breakdown structure, estimate, schedule, risk register and change log for a worked project case. Estimating methods are applied numerically at different definition levels to demonstrate the effect on accuracy. Schedule logic, float and critical path analysis are worked through on a facility project network. Contracting models are compared through their risk allocation consequences using real dispute scenarios. Project case histories, including overruns and their causes, are examined for the control failure that produced the result.
Organisations sending participants to this training will:
- Reduce cost overrun and schedule slippage on facility projects
- Improve the reliability of sanction estimates and the credibility of project commitments
- Improve contracting outcomes through better risk allocation and contractor selection
- Reduce claims and disputes through disciplined change control and record keeping
- Improve handover quality and shorten the time from mechanical completion to full production
- Build internal project management capability and reduce dependence on contractor project teams
Participants will:
- Build and defend cost estimates and schedules with a sound basis
- Recognise when a project is drifting from its baseline and act on it early
- Understand the risk consequences of contracting decisions
- Manage change formally rather than absorbing it
- Plan handover and close-out so that the facility actually performs
- Build capability that supports movement into project engineering and management roles
- Project engineers and project managers on facility projects
- Facilities, process and discipline engineers assigned to projects
- Cost engineers, planners and project services staff
- Procurement, contracts and supply chain personnel
- Construction, fabrication and commissioning supervisors
- Operations representatives assigned to project teams
- Technical managers accountable for project delivery
Module 1 - Project Framework and Organisation
- Project lifecycle phases and stage gates
- Project objectives, success criteria and constraints
- Project organisation structures and their selection
- Roles and accountabilities: sponsor, project manager,
engineering, construction, operations
- Operator and contractor interfaces
- Project execution plan content and purpose
- Governance, assurance and reporting structures
- Front end loading and its relationship to execution
outcome
Module 2 - Scope Definition and Work Breakdown
- Scope statement and its required precision
- Basis of design and scope of work documents
- Work breakdown structure development and levels
- Cost breakdown structure and its alignment with the
WBS
- Organisational breakdown structure and responsibility
assignment
- Deliverable registers and document control
- Battery limits, interfaces and exclusions
- Scope of supply boundaries with vendors and
contractors
- Consequences of weak scope definition
Module 3 - Cost Estimating
- Estimate classes and their expected accuracy
- Definition level required for each estimate class
- Capacity factored and equipment factored estimating
- Detailed estimating from quantities and rates
- Direct costs: equipment, bulks, fabrication,
construction
- Indirect costs: engineering, project management,
temporary facilities, insurance
- Owner costs and their frequent underestimation
- Location factors, productivity factors and escalation
- Currency exposure and its treatment
- Contingency determination methods and their basis
- Management reserve and its distinction from
contingency
- Estimate review, benchmarking and validation
Module 4 - Cost Control and Forecasting
- Baseline establishment and its control
- Commitment, expenditure and accrual tracking
- Value of work done measurement
- Earned value principles and their application to
facility projects
- Cost performance and schedule performance indicators
- Forecasting cost at completion
- Trend management and early warning indicators
- Contingency drawdown management
- Cost reporting structure and frequency
- Reconciling contractor cost reports with owner
records
Module 5 - Planning and Schedule Management
- Schedule levels and their purpose
- Activity definition, durations and logic
- Critical path method and network analysis
- Float, free float and total float management
- Resource loading and levelling
- Long lead equipment and its schedule impact
- Engineering, procurement, fabrication and
construction sequencing
- Weather windows and campaign constraints
- Progress measurement systems and rules of credit
- Schedule risk analysis and probabilistic completion
- Recovery planning and acceleration options
- Schedule reporting and stakeholder communication
Module 6 - Contracting Strategy
- Contracting objectives and risk allocation principles
- Lump sum, reimbursable, unit rate and target cost
models
- EPC, EPCM, EPCI and hybrid arrangements
- Selecting a model against scope maturity and owner
capability
- Contractor prequalification and selection
- Tender preparation, evaluation and award
- Contract terms: liability, warranty, liquidated
damages, indemnity
- Incentive and pain-gain arrangements
- Local content and regulatory contracting requirements
- Contract administration and contractor performance
management
- Claims, variations and dispute avoidance
Module 7 - Procurement, Vendors and Logistics
- Procurement strategy and package definition
- Requisition, enquiry, technical bid evaluation and
purchase order
- Vendor document control and its schedule criticality
- Expediting and vendor progress monitoring
- Inspection and test plans, witness and hold points
- Factory acceptance testing
- Materials management, preservation and storage
- Logistics, transport, customs and heavy lift planning
- Spares strategy: commissioning, capital and operating
spares
- Vendor performance issues and their management
Module 8 - Fabrication, Construction and Installation
- Fabrication yard selection and management
- Modular construction and its planning implications
- Construction planning, sequencing and work packaging
- Construction productivity and its drivers
- Quality management and inspection during construction
- Construction safety management and permit systems
- Offshore installation: lifting, transport, hook-up
- Brownfield construction, simultaneous operations and
shutdown work
- Tie-in planning and execution
- Site supervision, workforce management and industrial
relations
- As-built documentation during construction
Module 9 - Risk and Change Management
- Risk identification and register development
- Qualitative and quantitative risk assessment
- Risk response: avoid, transfer, mitigate, accept
- Cost and schedule risk analysis methods
- Contingency linkage to identified risk
- Change identification, origination and classification
- Change evaluation: cost, schedule, technical and
safety impact
- Change approval authority and governance
- Trend registers and early change warning
- Cumulative change effect and scope creep detection
- Managing change during construction and commissioning
Module 10 - Completion, Handover and Close-Out
- Systems completion philosophy and its planning
- Mechanical completion, pre-commissioning and
commissioning boundaries
- Punch list management and categorisation
- Certification, documentation and dossier handover
- Operations readiness interface with the project
- Spares, tools and consumables handover
- Training and competence transfer to operations
- Performance testing and acceptance criteria
- Contract close-out, final account and claims
settlement
- Demobilisation and site restoration
- Post-project review and lessons learned capture
- Benchmarking project performance for future
estimating
Upon successful completion of this training course, delegates will be awarded an official Certificate of Completion issued by the Petroleum Engineers Association (PEA), an ISO 9001:2015 certified training organization. The certificate carries 10 Credits and formally records the total learning hours completed.
Each certificate is signed by the Course Facilitator and the CEO of the Petroleum Engineers Association, and serves as verifiable proof of professional training that delegates can present to employers and professional bodies worldwide.
This course is led by a project management specialist with more than 20 years in the oil and gas industry, built on delivering facility projects on scope, cost and schedule.
He currently holds facilities project management leadership responsibility with a major operator managing capital projects, covering cost estimating and control, contracting strategy and construction management — the disciplines that keep projects on budget and on time. Earlier in his career he served as a project engineer on major facility developments, leading scope definition and cost control work on some of the industry's most capital-intensive projects. Across two decades he has taken several facility projects from scope definition through execution into successful close-out and handover.
That operating background shapes how he teaches. Delegates learn not only how project management is meant to work, but how it plays out in practice — where scope definition and work breakdown actually go wrong, why cost estimates drift from control budgets, what makes contracting and procurement strategies succeed or fail, how construction and fabrication management decisions affect schedule, and how project and operations teams manage risk, change control and handover together. Every module is anchored in real project data, decisions and lessons from facilities delivered from scope to close-out.
His subject coverage spans the full project delivery chain: scope definition and work breakdown, cost estimating and control, planning and schedule management, contracting and procurement strategy, construction and fabrication management, risk and change control, and project close-out and handover.
He has delivered facilities project management training for many years across the Middle East, North Africa and Southeast Asia, working with mixed groups of project engineers, cost engineers and project management staff at every level of experience. He is an active contributor to industry forums on project management and capital project execution.
His approach is practical, discussion-led and grounded in real project delivery experience — not the textbook.
Frequently Asked Questions
All course bookings made through PEA are strictly non-refundable. By registering for a course, you acknowledge and accept that all fees are payable in full and are not subject to refund under any circumstances, including changes in personal or professional commitments or partial attendance.
PEA reserves the right to make reasonable adjustments to course content, trainers, or schedules where necessary, without entitling delegates to a refund. Comprehensive details of each course — including objectives, target audience, and content — are clearly outlined before enrolment, and it is the responsibility of the delegate to ensure the course's suitability prior to booking.
For any inquiries related to cancellations or bookings, please contact our support team, who will be happy to assist you.
