The project exceeds the owner's management capacity
The in-house team handles operations and small assets well, but the new project is an order of magnitude harder in contracts, interfaces and risk.
Integrated Project Delivery A1
PMC: owner-side management of capital projects
A Project Management Consultant lets the owner keep control of the investment and the key decisions while a professional delivery team takes responsibility for organising, controlling and completing the project.
How it is bought
- Format
- Integrated project management
- Fee
- Monthly team rate or % of CAPEX
- Who it is for
- Investors and developers without an in-house owner's team
- Projects
- 4 projects
We reply within 1 business day. A commercial proposal follows within 5 business days of the scoping meeting.
In substance
What PMC is
The PMC model applies where the cost of a management failure exceeds the cost of management itself: industrial facilities, power, data centres, infrastructure. INVECON assembles an integrated team — project manager, planner, cost engineer, procurement lead, construction manager, QA/QC, HSE and document controller — and embeds it in the client's project structure. Delivery follows internationally accepted practice: PMBOK for management processes, AACE for cost estimating and forecasting, FIDIC as the contractual framework and ISO 19650 for information management.
When you need this service
An investor or lender expects international management standards
A foreign shareholder, development bank or insurer requires project controls, reporting and governance in a format they recognise.
Several EPC/EPI contractors are involved
A management layer above the contractors is needed: interfaces, one integrated schedule, disciplined change control, independent progress verification.
An independent cost and schedule forecast is required
Funding decisions must rest on Cost to Complete and probabilistic analysis, not on the contractor's opinion.
The project is starting and must be set up correctly
Baseline, WBS, procedures, procurement plan and the responsibility matrix determine the outcome far more than later rescue efforts.
What we do
Project governance and PEP
Project Execution Plan, organisational structure, RACI matrix, project procedures, meeting and reporting cadence, risk management plan.
Integrated management team
A PMC team scaled to the project — from a core team at pre-design to full strength at the construction peak.
Project controls
Primavera P6 baseline, WBS and CBS, earned-value progress control, critical path analysis, S-curves, look-aheads, completion date and Cost to Complete forecasting.
Procurement and contract management
Procurement strategy, long-lead item identification, tendering, bid evaluation, FAT inspections, contract administration, change orders and claims.
Design and engineering management
Design house management, documentation review, constructability review, value engineering, interface management, change control.
Construction management and HSE
Contractor and work-front coordination, site supervision, quality plan and inspections, safety programme, as-built control.
Commissioning and close-out
Commissioning plan, system readiness assessment, punch list, statutory commissioning, documentation handover, operator training, project close-out.
Deliverables
Deliverables
The specific documents, reports and management products that remain with the client.
- Project Execution Plan (PEP) and project procedures
- WBS, CBS and approved cost/schedule baseline
- Primavera P6 master schedule and look-ahead schedules
- Monthly Project Report: progress, cost, forecast, risk, HSE, quality
- S-curves, earned value and variance analysis
- Cost to Complete and completion date forecast
- Registers: risk, change, contracts, procurement, NCR, punch list
- Power BI project dashboard and single document environment
- Commissioning readiness report and handover dossier
Client outcomes
Transparency for investors and lenders
Reporting meets the expectations of international financing institutions; project status is reproducible and auditable.
Interfaces under management
A management layer between contractors, designers and suppliers resolves conflicts before they become delays.
Forecasting, not commentary
The project is steered by leading indicators — critical path, earned value, long-lead deliveries — not by reports on the past.
Capability stays with the client
Procedures, templates and a trained client team continue to work on the next project.
FAQ
Frequently asked questions
Not answered here? Write to us and we will respond on your case.
A PMC is a company that manages a construction project on the owner's behalf. It does not design or build: it organises and controls those who do, and is answerable to the investor for schedule, cost, quality and handover. In Kazakhstani practice the same role is often called the "technical customer".
A PMC manages from the owner's side: the client signs the delivery contracts, the PMC prepares and controls them. Under EPCM the management company becomes a single managing contractor across engineering, procurement and construction, absorbing far more responsibility for organising all three streams.
An EPC contractor sells a turnkey asset at a fixed price and is economically motivated to reduce its own cost inside that price. A PMC is paid for management and is not the recipient of the construction contract, so its interest is aligned with the investor's. INVECON does not work under an EPC model as a matter of policy.
Management processes follow PMI/PMBOK; cost estimating, estimate classification and forecasting follow AACE International practice; international contracts use FIDIC forms; project information management follows ISO 19650 in Autodesk BIM 360; planning is done in Primavera P6.
Project documentation and reporting are produced in Russian, English or bilingually, as required by the client and the lenders. Part of our portfolio is delivered for international clients in an English-language environment.
The model becomes economic once the management team's cost sits at low single-digit percentages of CAPEX. For smaller projects it is more rational to buy discrete functions as a Managed Service — project controls only, or technical supervision only.
Related projects
Related services
A1
Technical Customer
We manage the project on the owner's behalf — from the land plot to commissioning.
Learn more
A2
EPCM
A single managing contractor across engineering, procurement and construction management.
Learn more
A5
Project Controls
Schedule, cost, progress and forecast: a defensible project status every month.
Learn more
A3
Project Start-up
Project launch and mobilisation: baseline, WBS, budget, procurement plan, KPIs.
Learn more
Shall we discuss your project?
Tell us about the asset and the current stage — we will propose a working format and team composition. A commercial proposal follows within five business days of the meeting.
We reply within 1 business day. A commercial proposal follows within 5 business days of the scoping meeting.