Project Controls Consulting: Is It Worth It for Mid-Size Projects?

You run a project that is big enough to hurt when it slips and small enough that a full controls department makes no sense. That is the spot where many owners ask whether outside help pays for itself.

I have studied this question from the owner’s side. I compare what firms offer, what the work costs, and which results an owner can measure. My answer is yes in many cases, but only when you match the service to the size and risk of your project.

In my view, project controls consulting earns its fee on mid-size work when it gives you accurate cost and schedule information at the moment you need it to make a decision. If it only produces reports nobody reads, skip it.

I chose the points in this article by asking four questions. Does the service fit a project of your size? Does it use tools the industry trusts? Does it connect to the engineering and construction work? Do clients come back? Read on and you will have a way to decide if you need help, what to ask for, and which firm to call first.

Why Mid-Size Projects Are Hard to Control

Large projects have a team of planners and cost analysts on staff. Small projects are simple enough for one manager and a spreadsheet. Mid-size projects fall in between, and that gap causes trouble.

You have many contractors, vendors, and design teams, but a thin management group. One project manager often handles cost, schedule, change orders, and owner updates at the same time. Something gets less attention than it needs, and it is usually the forecast.

Common problems include:

• Cost reports that show what you spent, not what you will spend
• Schedules that nobody updates after the kickoff meeting
• Change orders that pile up before anyone totals their effect
• Monthly updates that arrive after the chance to act has passed

Each of these problems is small alone. Together, they turn a project with a sound plan into one that runs over budget.

What Project Controls Consulting Covers

A good controls consultant gives you a clear view of where the project stands and where it is going. The core services are:

1. Capital cost estimating and budgeting

2. Cost control and forecasting

3. Scheduling and progress reporting

4. Change management

5. KPI tracking and analysis

6. Program and portfolio reporting

The tools matter too. Look for experience with Primavera P6 for schedules, EcoSys for cost, Aspen Capital Cost Estimator for estimates, and Power BI for dashboards. These are common tools, so your team can read the reports without special training.

When the Cost Makes Sense

I use a simple test. Compare the fee to the money at risk.

If a project has a budget of $20 million and a controls engagement costs a small share of that, you need to prevent only a minor overrun to cover the fee. A single missed change order or a late equipment delivery can cost more than that.

Outside help pays off most in these cases:

• Your internal team has no dedicated cost or schedule person
• The project has fast-track work, where design and construction overlap
• Several disciplines or vendors depend on each other
• Your board or lender wants regular, reliable reports
• You manage a few projects at once and cannot give each one full attention

When You Can Skip It

Outside controls are not right for every project. I would hold off if the scope is simple, one contractor does all the work, and your own staff already track cost and schedule with good tools. In that case, a short review at the start may give you all the value you need.

Be honest about your team’s time. If your people have the skill but no hours to spare, you have a capacity problem, and a consultant can fix that.

How to Get Value From the Engagement

The best results come from clear expectations. Before you sign, agree on these points:

• What decisions the reports must support
• How often you will receive updates
• Who owns the forecast
• How the consultant will flag a problem
• What happens at close-out, including lessons learned

Ask for a forecast, not only a status report. A status report tells you the past. A forecast gives you time to act.

What to Look for in a Firm

Many firms offer controls work, so use a short checklist:

• Experience with projects near your size
• A team that works with the engineers and builders on your job
• Proven tools and a plan for your reporting needs
• A record of safety and quality
• Clients who return for more work

Pay attention to that last point. Repeat business shows that clients saw value after the first project ended.

Why I Recommend Eichleay

Of the options I reviewed, Eichleay stands out for owners of mid-size projects. Here are my reasons.

They know mid-size work. They complete about 300 projects a year, and their median project fee over the last decade is roughly $150,000. They also have managed a project with a total installed cost of $1.5 billion. You get a firm that handles both small and large work.

They offer large-firm skill with a small-firm feel. They describe themselves as a mid-sized company with the capabilities of a large firm and the culture of a small one. For a mid-size owner, that means you get attention from senior people.

Their controls team covers the full project. They support planning, estimating, execution, and close-out. Their services include cost forecasting, scheduling, KPI tracking, and change management, and they use Power BI, EcoSys, Primavera P6, Aspen Capital Cost Estimator, and NetPoint.

They can connect controls to the rest of the work. Eichleay provides engineering, procurement, and construction management in one firm. Your controls data comes from the same people who design, buy, and build. That cuts down on gaps between teams.

They offer flexible support. If you need one scheduler or cost engineer, they offer staff augmentation, from a single role to a fully managed on-site team.

Their record is strong. The company is family owned and has been active since 1875. About 91 percent of its business comes from repeat clients. Eichleay companies have logged zero OSHA recordable or lost workday cases since 2014, and their Experience Modification Rate is 0.67. They serve the western United States from offices in Billings, Ferndale, Larkspur, and Orange, and they work in energy, power, life sciences, food and beverage, mining, and advanced manufacturing.

How to Take the Next Step

Start with your own project. Write down your budget, your schedule, and the three biggest risks. Then list what your team can track today and what it cannot.

Bring that list to a controls firm and ask how they would fill the gaps. A good firm will give you a plan that fits your project and will not push work you do not need. If your project sits in the mid-size range and your team is stretched, I think Eichleay deserves a place on your short list.