In capital-intensive process projects, delays rarely come from one bad decision. More often, they stem from a series of early assumptions made under pressure. By the time the system-level risks surface, schedules slip, costs rise, and options narrow.
Complex projects are particularly vulnerable. Process design, testing strategy, equipment selection, and project execution are deeply interconnected. Treating them as isolated steps can undermine even well-funded, well-staffed projects.
Successful teams recognize strategic process and project management play a decisive role. Speed to execution can be a priority, but it must be the outcome of disciplined upfront decisions, clear accountability, and rigorous specification control.
Perlmutter & Idea Development (P&ID) supports projects at this critical intersection, applying a systems-based approach to process definition, technology selection, and project execution across chemical, pharmaceutical, energy, lithium, battery materials, recycling, green steel and other critical applications. We can advise on testing and best technology selection.
As I’ve said before, and will probably say again, every process solution has distinct requirements that necessitate a systems approach to solid-liquid separation and other technologies selection. You can see an overview of the P&ID short course in one of the P&ID Minute which outlines the holistic approach required to select the appropriate technology.
The P&ID Process Approach
Once the process decisions have been made, project management must begin. P&ID uses the RASCI approach to identify the key individuals from the end users – vendors – and the engineering company (EPC) as defined below:
- Responsible
- Accountable
- Supportive
- Consulted
- Informed
We then continue with a Specification Document Index (SDI) where we look at every specification to ensure that the process is achieved and that the vendors and EPC are meeting the specifications. The SDI review examines the following:
- Process Design
- Mechanical Design and Testing
- Painting and Surface Preparation
- Valves and Instruments
- Controls
- Electrical
- Utilities and Consumable Materials
- Installation
- Spare Parts
- Start-up & Performance Testing
- Other Project Specific Requirements
Cost Reduction Opportunities
Finally, P&ID conducts project timeline reviews and value engineering to reduce costs. One proven strategy for reducing project timelines is early ordering—particularly for long-lead equipment—but it’s a decision that requires experience, judgment, and careful risk balancing.
The trade-off lies in managing potential risks. These risks can be mitigated through careful supplier negotiations for cancellation terms, change orders due to modifications of the mechanical specifications or operating processes and other future requirements.
Additionally, we can reduce capital and operating costs by value engineering such as using vendor-standard equipment rather than custom-designed equipment). Standard equipment may also reduce reliability risks, mean better access to spare parts, and result in a more-efficient startup.
P&ID has deep experience in Strategic Project Management (SPM). When deadlines are tight, engineers and project managers can rely on P&ID to critically ask questions and play an important role for evaluating process and project parameters. Contact us today to learn more.