Project Controls International

FPSO and Topsides

West African Costs

Basis of Estimate

(white papers)


         Project Knowledge = Success


Que$tor Estimates

(white papers)    |   contact:   |   check me out at




- Construction Unit Costs

- FPSO and Topside Costs

- Offshore Fabrication Costs

- Welding Consumables


B.Dev./ Contracts

- Contracts: Quantum Meruit

- Guide to Business Acquisition

- Proposal Development

- Relationship Building

- Video: LATTE (Starbucks)

Mind Maps

- Estimating

- Planning

- Schedule Development

- Schedule Maintenance

- Risk Management



- Constructability

- Document Management

- Estimating Process

- Project Claims and COs

- Project Controls

- Project Execution Plan

- Project Execution Strategy

- Contract Synopsis


- Basis of Schedule

- Number of Schedule Activities

- MS Project vs. Primavera P6

- Planning and Scheduling

- Schedule Extension of  Time

- Typical Primavera P6 Settings

- Updating a P6 Schedule

- Video: Liquidated Damages

- Why Your Project will be Late



- Construction Estimating

- Estimating Course

- Planning and Scheduling

White Papers

- Basis of Estimate

- Communicating Effectively

- Construction Escalation

- Earned Value Management

- Estimating Productivity

- Evaluating Change Orders

- International Multipliers

- Nigerian Content Development

- Project Execution Plan

- Project Risk Contingency

- Project Variables

- Que$tor Estimates

- Risk Analysis Spreadsheet

- Risk Breakdown Structure

- Risk Management

- Spreadsheets vs Databases

- Starting the Project

- Why Project Controls

- Work Breakdown Structure

Interesting Stuff

- Programmable Robot

- Pipe Dimensions and Weights

- Concurrent Database

- LibreOffice Base vs. MS Access

- SharePoint Database

- SAP vs Oracle ERP

- Free Unit Converter

- Motivational Food for Thought

- Passionate about Meetings?

- Video: Project Controls



Contact Us

- Bio

- PMC Consultancy



1.       Introduction


2.       Expectations

2.1. Contract Administration

2.2. Timely Client Change Order Notification

2.3. Client Satisfaction

2.4. Approval to Proceed

2.5. Client Change Order Register

2.6. Claims Management Escalation

2.7. Claims Strategy Development


3.       Claim Development Process

3.1. Client Change Orders

3.2. Claim Situation

3.3. Assessing when Escalation may be Required

3.4. Documentation for Claim Situation

3.5. Claim Management Team


4.       Claim Strategy Development

4.1. Verifying Claim Validity

4.2. Claims Resolution Strategy Process

4.3. Identify Milestones and Triggers

4.4. Identify Individual and Group Strategies

4.5. Identify Major Event Triggers and Tactics



1.       Introduction


In the normal course of business, our clients often direct us to perform activities that we consider to be outside of the contractual scope of work and/ or which we believe have schedule and/ or cost impacts to the project. Other factors or events not directly caused by our client which are beyond the limits of risk assigned to the contractor may also influence the schedule and cost performance of a project. Clients must be notified of both of these types of events.


It is the responsibility of the project team to recognize these directives as being outside of the project scope, to serve timely written/ formal notice to the customer regarding the cost and schedule impacts and to collect any entitlement. Some contracts require Company to proceed with such work, upon receipt of written directives from the Client prior to the issuance of a formal Client Change Order (CCO). In most cases one should not undertake what is considered to be out of scope work without prior written agreement on the cost and schedule impacts or without receipt of a written client instruction.


Execution of out of scope work without a properly executed Client Change Order may result in the creation of a claim situation between Company and the Customer. Proactive planning and execution of Client Change Orders provides the greatest opportunity for Company to protect its financial position and to avoid a claim situation. This procedure outlines the expectations for actions to be taken by the Project Manager and Project Teams to avoid a claim situation and to be successful in developing and executing a Claim Strategy when disputes or Client actions may result in significant adverse financial impact to Company.




Link to section 1. Introduction

Link to section 2. Expectations

Link to section 3. Claim Development Process

Link to section 4. Claim Strategy Development




Project Claims and Change Orders Procedure - Introduction


The importance of good communication. Or telepathy as the alternate!

Selected Articles

An “armchair scheduler” or frontline messenger?

Why Project Controls
P6 vs. MS Project

The two contenders. But which one is better?

Email: Friend/colleague?subject=Interesting link - Claims and Change Orders Procedure&body=Interesting link from Project Controls International:

Love them or hate them. How to conduct successful productive meetings.

Funny, but true. Video on the functions of Project Controls.


Settings do matter: pick the wrong settings and your schedule’s output will be meaningless.

What the text books didn’t tell you
Primavera P6 Settings
Video - Project Controls

Selected Articles

Tips on Scheduling

50% Science, 50% Art, 100% Communication

Why Project Controls?