Studies Tailored for Your Organization

Special Studies typically are born through one-on-one conversation with a particular client. The key ingredient to the conversation is an appreciation of how data may be employed in addressing a particular topic. A discussion then occurs that frames how an area of mutual interest may be approached. A few recent examples include the following:

• The client is planning to develop capital assets in a new region of the world. IPA is able to use its database to quantify the relative performance of projects in the region and to address practices and challenges that will affect success in the region.
• The client is concerned that its insurance coverage will not cover the replacement costs for a wide range of production assets. We can determine industry average costs for assets that provide a similar function.
• The client is pursuing a new process technology for the first time. IPA is able to quantify the risks associated with the new technology, outline typical startup issues, and provide operability benchmarks based on projects facing similar challenges.
• A project team is considering novel contracting strategies and is having difficulty assessing the relative benefits. IPA is in a unique position to independently quantify the actual performance record of numerous contracting strategies.
• A client is having difficulty implementing an improvement program at a particular site. We can prioritize improvement opportunities at the specific site and to bring the lessons learned from successful improvement programs that faced similar challenges.
• A project team is having numerous problems during the construction phase of an important project. Costs are increasing and schedules are slipping. IPA can identify the root cause of the problems so that future projects may avoid these issues and outline a path forward to minimize further damage.
• A project team is wondering if its new project has been adequately staffed and if it is overly dependent on contractor performance in key roles. IPA has quantified the relationship between project team size and performance and identified roles in which owners typically demonstrate comparative advantage.

These examples illustrate the types of questions IPA is able to address. The goal is to imagine how the database may be used to address particular topics. Generally, these Special Studies require only a few weeks and the client response is almost always very positive.

Below is a list of specific examples of Special Studies IPA has performed in the past:

• Indirect Costs: Trends and effective use of the engineering to total cost ratio.
• Contractor Involvement in Front-End Loading (FEL): What have been the trends in increased contractor involvement in FEL as owners continue to downsize?
• Best and Worst Projects: Case studies from several of the best and worst projects evaluated by IPA.
• Contracts and Incentives: What influences the effectiveness of different contracting strategies and what have been the value of contract incentives?
• Cycle Time Acceleration: What practices are associated with very fast cycle time performance?
• Measuring Changes: What is the relationship of project changes to outcomes?
• Revamp Projects: What practices are associated with effective execution of revamp projects?
• Best Practices in Startup: What practices are associated with effective execution of plant startups?
• Cost-Schedule Trade-offs: What are the practices and corresponding outcomes of cost-schedule trade-offs?
• FEL 2: What activities and level of definition are typical for Industry and the best performing projects at the end of FEL 2?
• Good Projects Gone Bad: What are the typical causes of projects that are well defined, but result in terrible performance?
• In Search of Excellence in Small Projects: A systematic examination of Best Practices in developing and executing small capital projects.
• New Technology: What are the Best Practices in managing the risks associated with new technology projects?
• Operability: What are the Best Practices in improving plant operational performance?
• Programs: What are the typical trends and what practices enhance the development and execution of a series of related projects (i.e., programs)?
• Team Effectiveness: What early project practices are associated with effective team performance on capital projects?
• Environmental Capital Projects: What are the practices and outcome differences for projects driven by environmental regulations and standards?
• Contracting Strategies for Small Projects and Turnarounds: A focus on lessons learned in contracting strategies for small projects and turnarounds.
• Cash-Flow Constraints and Management: Many projects face cash-flow constraints, but what are the typical practices and outcomes for these projects?
• Labor Productivity: An extensive study evaluating construction wage and productivity differences between various regions.
• Business Front-End Loading (FEL): What practices in FEL 1 are associated with improved financial performance of capital projects?
• Project Controls: What project practices enable effective execution of projects controls on capital projects?