An Expert Insight piece by Chris Bradshaw, SVP Project Controls
Over more than 30 years working in Project Controls, one thing I have increasingly come to appreciate is just how closely our discipline is connected to the commercial success of a project.
We often think about Project Controls in terms of estimating, planning, scheduling, cost management, progress measurement and forecasting.
All important disciplines, of course.
But are we sometimes overlooking the commercial value of what we do with that information?
For me, one of the most valuable Project Controls skills is the ability to analyze information, challenge what it tells us, and ask two relatively simple questions: "So What?" and "What If?"
What does the information actually mean for the project? What happens if circumstances change? And what should Project Management be considering or doing differently?
Understanding the Consequences of Change
Consider something as straightforward as a change in engineering scope.
Initially, it may appear to be a minor technical adjustment. But what if that change affects procurement, construction sequencing, productivity, contractor commitments or the completion date? And what does that mean for the project's cost, schedule, contractual obligations and commercial exposure?
This is where integrating Project Controls with Project Management, Engineering, Contracts and Procurement becomes particularly important. Are we recognizing emerging trends early enough? Do we understand the potential consequences and contractual entitlements? Are we evaluating alternative scenarios before decisions are made?
These are not simply technical questions. They are commercial and management decisions that benefit from informed Project Controls analysis and challenge.
Different Projects, Similar Challenges
Having worked on both sides of the contractor and owner relationship, from EPC organizations to major operators, I have seen how differently organizations approach these challenges. More recently, supporting smaller and emerging energy companies has reinforced another observation. The principles of good Project Controls do not necessarily change with the size of the organization or project.
What changes is how those principles are applied.
Not every project needs elaborate systems, procedures or reporting. But every project benefits from understanding its scope, commitments, change, risk and likely commercial outcome.
Technology, Experience and Judgment
AI and automation will undoubtedly improve our ability to process information, identify trends, recognize anomalies and evaluate alternative scenarios. But I suspect the constant will remain the same. Technology can help us understand what is happening. Experience, commercial awareness and judgment help us ask the right questions, interpret the implications and bring meaningful options to Project Management.
The real value is not simply identifying a problem, but understanding its consequences, exploring the alternatives and helping leadership decide what to do next.
Perhaps we should think a little less about Project Controls as a function that measures performance, and more about its role in helping organizations protect value and make better commercial decisions. Because ultimately, good Project Controls is not just about knowing where the project stands.
It is about understanding what that means, what might happen next, and what we can still influence.
If your project would benefit from an independent review, experienced commercial challenge or practical Project Controls judgment and decision support, please reach out to OGCS using the contact form below, or to Chris Bradshaw directly.