Integrated Project Delivery A1
We take on the full technical customer function — from initial permitting through to the commissioning certificate. Contracts stay with the owner; management, control and accountability for the outcome sit with us.
How it is bought
We reply within 1 business day. A commercial proposal follows within 5 business days of the scoping meeting.
In substance
The Technical Customer is an outsourced owner's project delivery organisation. We work under an agency model: the client signs contracts with designers, suppliers and contractors, while INVECON prepares those contracts, runs the tenders, maintains the schedule and budget, performs technical supervision, controls as-built documentation and drives the asset to handover. Our commercial interest is aligned with the investor's — we do not sell you construction, we protect your money and your dates.
The company is delivering a project outside its core business — a plant, a warehouse, an office, a social asset. Building a permanent department for it is uneconomic, and without one the project drifts into the contractor's hands.
Schedules exist but are disconnected from progress on site. The forecast moves every month and no one has run a defensible critical path.
Money follows the contractor's paperwork. Incoming material inspection and covered-works certification are effectively absent.
Permits, utility connection conditions, approvals and expert review advance ad hoc, with no schedule. Every approval becomes a surprise.
The asset is physically ready but handover slips by months because the documentation does not stand up to review.
Status reports are produced by the same people who are accountable for that status. The owner has no independent picture.
Site due diligence, permitting and utility conditions, surveys, design brief, roadmap, initial budget and delivery strategy.
Design release schedule, coordination across disciplines and design houses, interface management, value engineering, expert review through to a positive statement, change control.
Bills of quantities, tender documents, prequalification, comparative bid analysis, negotiation, balanced contract drafting, obligation tracking and claims.
Baseline schedule and budget, WBS, monthly plan/actual/forecast analysis, critical path, S-curves, look-ahead schedules, risk and change registers.
Incoming material inspection, in-process and acceptance control, covered-works certification, laboratory testing, verification of actual quantities before certificates are signed.
Single document environment, version control, as-built and handover documentation maintained ready for acceptance.
Occupational, industrial and environmental safety requirements, inspections, non-conformance and corrective action registers.
Readiness assessment, commissioning support, punch list, statutory commissioning, handover dossier and project close-out.
Deliverables
The specific documents, reports and management products that remain with the client.
One contract and one party answerable for schedule, cost, quality and handover — instead of a dozen unconnected contractors.
Every certificate is checked against measured quantities and quality records before signature.
You know the real completion date and final cost, not the contractor's optimistic estimate.
As-builts are produced alongside construction rather than reconstructed before acceptance.
FAQ
Not answered here? Write to us and we will respond on your case.
Technical supervision is quality control of construction works: one function, one stage. The Technical Customer manages the whole project — permitting, design, tendering, contracts, schedule, budget, supervision, documentation and commissioning. Supervision is one of the instruments inside that role.
They are the same role in two terminological traditions. "Technical Customer" reflects Kazakhstani and post-Soviet practice and is tied to the statutory owner's functions. PMC (Project Management Consultant) is the international term for managing a project on the owner's behalf. INVECON performs both; the label depends on the client's language and contracting practice.
The client does. That is the defining feature of the agency model: money and contractual relationships remain under the investor's control, while we prepare the documents, run the tenders, give a reasoned recommendation and police performance. It removes the conflict of interest that arises when the manager is also the recipient of the construction contract.
The fee follows scoping: the range of functions, project duration, team composition and asset complexity. Two models apply — a monthly team rate, or a percentage of CAPEX. We issue a commercial proposal within five business days of the scoping meeting.
Yes. Each function — project controls, procurement, supervision, document control, lender's monitoring — is available as a standalone Managed Service. Many clients start with a project audit or a single function and widen the scope once they have seen the quality of the work.
Yes. We work across Kazakhstan — delivered projects in Astana, Almaty, Temirtau, Atyrau, Aktau, Kostanay, Petropavlovsk, Kokshetau, Arkalyk and East Kazakhstan — and in Uzbekistan and Kyrgyzstan. Project teams mobilise to site.
Owner-side project management: an integrated team, international methodology, auditable reporting.
A single managing contractor across engineering, procurement and construction management.
Schedule, cost, progress and forecast: a defensible project status every month.
Contractor and work-front coordination, schedule, cost, quality and HSE.
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.
