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The client reduced project cost overruns by 20%, representing $20 million in savings.
Project Revitalized
Putting a Behind-Schedule Energy Project Back on Track
Project Revitalized
Putting a Behind-Schedule Energy Project Back on Track
Key Contacts
If time is money, then how do you save a delayed project from costing you both?
A Western European petrochemical client’s green hydrogen project was 12 months behind schedule without a clear plan to compensate for the delay. FTI Consulting was engaged to conduct a three-week assessment of the project, which turned into a year long on-site engagement addressing key pain points and fostering financial discipline and effective time management.
Our Impact
Our on-site experts helped the client shorten a project schedule delay by four months and achieve a significant reduction in costs by establishing a clear and actionable set of KPIs.
Saving Time and Money for an Energy Project Behind Schedule
4Mo
Time Saved
FTI Consulting helped the client shave four months off its already delayed project timeline.
$20M
Money Saved
Our professionals were able to save the client $20 million in additional costs due to project delays.
16
Core Initiatives
FTI Consulting established 16 core initiatives to bring the project back on schedule.
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The client achieved greater efficiency and longer-term success thanks to a project management office (“PMO”) implemented by FTI Consulting.
In crisis and transformation,real-world experience delivers.
Our Role
On-site expertise that helps a company save time – and money
FTI Consulting conducted a detailed assessment of all elements of project execution, determining key pain points including: poor communications, lack of contract management, and contractor and subcontractor management.
We launched effective cost, schedule and contract management processes to drive discipline across the project and all key stakeholders.
Our professionals established a roadmap to recovery to improve collaboration among the client, their engineering, procurement and construction management (“EPCM”) contractor and all subcontractors to drive accountability across all groups.
We designed and implemented an internal PMO, including the development of standardized processes, governance frameworks and tools to monitor project progress, manage risks and ensure timely delivery.
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