Projects in regulated manufacturing rarely fail for one dramatic reason. They drift. Scope was never written down properly, so two parties work to different assumptions. A long-lead item is ordered late and the shutdown window closes without it. Changes are agreed verbally and nobody prices them. Disciplines run in parallel and nobody owns the interfaces. By the time the problem reaches a report, the cost and delay are committed.

Projex Solutions provides engineering project management and EPCM delivery for process manufacturers who cannot afford that outcome. We act as the controlling function across scope, schedule, cost, procurement, risk, quality and HSE, either running the project end to end or adding capacity to your team. Our method is documented under our ISO 9001:2015 certified Quality Management System, and applied consistently on a single equipment replacement or a full plant upgrade.

What we cover

  • Project Methodology and Standards (ISO 9001) – A consistent lifecycle of initiation, planning, execution, monitoring, control and closing, keeping decisions traceable.
  • Scope Development – Defining inclusions, exclusions and assumptions in a formal scope statement or SOW, agreed before planning starts.
  • Project Execution Planning – A tailored Project Execution Plan covering strategy, delivery model, roles, milestones, resources, communication, risk, change control and HSE.
  • Project Planning – Work breakdown structures, task sequencing, milestones and critical path analysis, produced in tools such as Microsoft Project or Primavera P6.
  • Cost Management – Cost estimating, budget setting, tracking against baseline, forecasting final cost, and reporting on spend and variance.
  • Risk Management – Risk workshops at project start, a live risk register with owners and scoring, and mitigation planning reviewed within routine reporting.
  • Change Management – A formal route for raising changes, assessing their effect on cost, schedule, quality, resources, safety and risk, and implementing only on approval.
  • Integration Management – A master plan tying design, procurement, construction, commissioning and validation together, with active interface management across disciplines and suppliers.
  • Procurement Management – Supplier pre-qualification, RFQs and tender evaluation, purchase orders and contracts, expediting, logistics and documentary traceability.
  • Resource Management – Planning people, plant and materials against the schedule, with resource loading built into the programme so demand peaks and gaps surface early.
  • Quality Assurance – Project quality plans, design review and technical verification, procurement checks, site inspections and test witnessing, backed by audits.
  • HSE Management – RAMS for key activities, project-specific HSE plans, competence checks, site inspections, environmental controls, and incident reporting and investigation.
  • Communication and Stakeholder Management – Stakeholder mapping, a communication plan setting out who receives what and when, structured reporting and disciplined document control.
  • Factory Acceptance Test (FAT) Support and Management – FAT procedure development with suppliers, witnessing on your behalf, documentation review, punch-list tracking and sign-off before shipment.

How we work

We start by understanding the requirement, not by producing a programme. Initiation establishes objectives, constraints and success criteria. Scope is then written down formally, including exclusions, and signed off. That baseline is what every later decision is measured against, and what makes change control real rather than theoretical.

Planning converts that scope into a schedule with a critical path, a resourced budget, a risk register and an agreed reporting rhythm. It sits inside the Project Execution Plan, which names who is responsible for what across our team, yours, suppliers and subcontractors, and is revised at key stages.

During execution we monitor and control rather than simply report. Progress, cost and risk are tracked against baseline, variances are explained, and corrective action is taken while it can still change the outcome. Quality is built in through design review, procurement checks and test witnessing, not inspected in at the end.

Closing matters as much as the rest. We complete final inspections, produce handover documentation and run a lessons learned review, so you hold a documented outcome and the next project starts better informed.

When clients typically call us

  • A capital project is approved but no internal project manager has capacity to run it.
  • A shutdown or changeover window is fixed and the programme must be planned backwards from it.
  • Costs are moving, the forecast is not trusted and nobody can explain the variance.
  • Several contractors and disciplines are on site and interfaces are not being managed.
  • Scope has crept through informal agreements and needs bringing back under change control.
  • Equipment is due to ship and you want independent representation at the FAT.

Frequently asked questions

Can you take over a project that is already in trouble?

Yes. We usually begin by re-establishing the scope baseline, rebuilding the schedule and cost position from actuals, and putting a working change process in place. That gives an honest picture before anyone commits to a recovery plan.

Do we have to hand the whole project over to you?

No. We can manage full delivery, or work alongside your own project and procurement teams in a defined support role. The split of responsibility is written into the Project Execution Plan, so there are no gaps.

How do you stop changes eating the budget?

Every proposed change is assessed for its effect on cost, schedule, quality, resources, safety and risk before it goes anywhere. Nothing is implemented without formal approval, and approved changes are logged and reflected in the affected schedules, drawings and procurement plans.

What reporting will we actually receive?

Format and frequency are agreed at the outset and tailored to the audience. Typically: progress against plan, spend to date, forecast final cost, variance explanations, current risks and decisions needed from you.

Related: our project management work is one of six areas covered under engineering services. We also work across a range of regulated sectors and industries.

If you are planning a capital project, working to a fixed shutdown window, or running one that has lost control of scope or cost, we can help you put it on a controlled footing. Talk to us about your project. Request a call