Most problems on major projects do not start on site. They start when the delivery model is locked in too early or based on the wrong assumptions.
Push an incomplete scope into a lump sum EPC contract and you will be dealing with variation claims within months. Retain too much risk under an EPCM model without the systems to manage it and cost will drift with no way to recover it.
This training focuses on delivery models in major projects and what actually happens once work begins. It is built for teams making early decisions that will shape cost, risk and outcomes for the life of the project.
The delivery model sets the rules for how the project runs. It decides who carries risk, who controls decisions, and how issues are handled when things go wrong.
On EPC contracts, risk is transferred to the contractor. In practice, that often leads to claims when design information is incomplete or performance requirements are unclear. Contractors price the risk up front, then look for recovery through variations once gaps appear.
On EPCM or PCM structures, the owner keeps control and flexibility. That also means the owner carries the cost when drawings are late, procurement is delayed, or scope changes during delivery.
Alliance models remove the usual dispute mechanisms, but they rely on strong governance. Without it, costs can escalate because there is no hard boundary forcing discipline on decisions.
These are the pressure points that drive cost overruns, delays and disputes on real projects
Choosing a delivery model is not a paperwork exercise. It is a commercial decision that needs to reflect how the project will actually be delivered.
This module covers how to assess:
Which party is best placed to manage specific risks
Whether the project needs cost certainty or flexibility
How much control the owner needs during delivery
Whether the design is developed enough to support a fixed price
The capability of contractors in the market
For example, issuing a lump sum EPC contract with partially developed design will almost always lead to claims for variations and extensions of time. Keeping that same scope under an EPCM model avoids those claims, but the owner then carries the cost of design changes, rework and delays.
This training breaks down the delivery models used across infrastructure, mining and energy projects, with a focus on how they perform once contracts are in place.
The owner builds a single integrated team with contractors and consultants. This works where the owner has strong internal capability. It breaks down when roles are unclear or decisions are delayed.
The contractor manages procurement and construction while the owner holds the trade contracts. This gives visibility and control, but requires tight coordination across multiple contractors to avoid interface issues.
Adds engineering responsibility to the management model. It helps with coordination, but the owner still carries the risk for design errors, late information and cost increases.
The contractor is responsible for design and delivery typically under a fixed price. This can provide early cost certainty. In practice, disputes often arise where scope is unclear, design is incomplete, or performance requirements are open to interpretation.
The contractor contributes to design and planning before the final contract is agreed. This can improve buildability and pricing, but only works if early input is carried through to the delivery contract.
The contractor builds to a completed design. If the design contains errors or gaps, they usually result in variations. This model relies heavily on design quality.
All parties share risk and reward and work under a no blame structure. It removes formal disputes, but requires strong governance and disciplined cost control to avoid overruns.
The model itself is rarely the problem. The way it is set up usually is.
Common failures include:
Locking in a fixed price contract before scope and design are defined
Retaining risk without the commercial or project controls systems to manage it
Contracts that do not match how the project team actually intends to deliver the work
Poor communication between owner, contractor and consultants
For example, on EPC projects, unclear performance specifications often lead to disputes over whether the contractor has met its obligations.
Once the model is selected, it needs to be set up properly from the start.
This includes:
Clear governance and defined decision authority
Agreed communication pathways for formal and informal instructions
Alignment between contract terms and how the project will operate day to day
Strong record keeping to support commercial positions
Without this, even a well chosen delivery model will create problems during execution.
This module is designed for people responsible for delivering project outcomes, including:
Project Directors and Project Managers
Commercial Managers and Contract Leads
Procurement and Tendering Teams
Owners and Operators delivering major projects
It is most useful for teams involved in early planning, contract strategy and delivery model selection.
After completing this training, your team will be able to:
Equilibrium works across project strategy, delivery and dispute resolution. That means the training reflects what happens when projects come under pressure, not just how delivery models are described at the tender stage.
