Services
Turnkey process plant project managementEPC delivery from charter to closure.
A process plant is not late because one machine arrived late. It is late because nobody owned the interface between two suppliers. Project management is the discipline of owning those interfaces before they cost money.
In short
Project management for a turnkey process plant is the discipline of delivering a complete production line — engineering, procurement, construction and commissioning — against one scope, one schedule and one budget. It covers the project charter, work breakdown structure, responsibility chart, risk register, earned value reporting and formal closure.
In detail
What the service covers.
Most process plant overruns are not engineering failures. They are gaps between parties. The conveying supplier assumed the silo supplier was providing the support steel. The electrical contractor priced for panels but not for field wiring to instruments. The civil work was signed off before anyone confirmed the plinth loads from the equipment vendor. Every one of those is a scope boundary that was never written down, and each one surfaces on site, at the worst possible moment, at the highest possible cost.
PTP works to a defined project structure rather than an ad hoc one. The project charter and logical framework fix why the project exists and what it must deliver. The work breakdown structure decomposes that into packages someone can actually be held to. A linear responsibility chart names who is responsible, who approves and who is merely informed for each package — which is the document that closes the gaps described above. From there, schedule development and control, risk management, resource planning and earned value reporting keep the picture honest as the job moves.
Earned value matters because percentage complete does not. A contractor who has installed all the easy pipework and none of the difficult pipework is not 60 per cent done, however much of the length is up. Measuring value earned against value planned is what makes a slipping package visible while there is still time to add resource, resequence, or tell the client early. Nobody enjoys the conversation, but it is much cheaper in week nine than in week twenty-six.
Founded in 2022 and based in Electronics City Phase 1, Bengaluru, PTP was set up by Hilary Simon after three decades of process industry work across Asia, Europe, America and the Middle East. That background is why the project management side is not a bolt-on to equipment supply. PTP works with Techno Links Global as its technology and engineering partner and Feedtech as its technology partner, coordinating process technology, local fabrication and site work through one project team.
The engagement can be the whole EPC scope, or it can be project management over a client's own chosen vendors. Both are done. What does not work is being asked to take schedule accountability without control of procurement and interfaces, and PTP will say so at proposal stage rather than after award.
Scope
Scope of work.
Selection
How we work.
- Engagement model
- Full turnkey EPC responsibility, or project management over vendors the client has already selected. The first requires control of procurement; the second does not.
- Scope definition
- Fixed by a written charter and a work breakdown structure before procurement starts, so every interface between packages has a named owner.
- Progress measurement
- Earned value against plan rather than percentage complete, so a package slipping on the hard work is visible before the schedule shows it.
- Risk handling
- A live risk register carried through the project, with owners and mitigation, rather than a document produced for approval and never reopened.
- Closure
- Formal handover including documentation, operator and maintenance training, and a closure report — not simply the day the line first makes product.
FAQ
Frequently asked questions.
What does turnkey process plant delivery include?
Everything between a production requirement and a working line: process and detail engineering, equipment design and selection, procurement, fabrication, installation, electrical and control work, commissioning, operator training and documented handover. The client's involvement is defining the requirement and approving decisions, rather than coordinating a set of separate suppliers.
Can PTP manage a project where the equipment comes from other suppliers?
Yes. Project management and engineering is offered independently of equipment supply, including as a lender's technical advisor role. The practical condition is that project management needs enough authority over procurement and interfaces to be accountable for the schedule. Where a client wants to keep that control, PTP is clear about which risks then stay with the client.
Why does a mid-size plant need formal project management?
Because the failure mode is the same at any size — undefined boundaries between suppliers. A small project with four vendors has twelve interfaces, and any one of them can hold up commissioning. Formal structure is not bureaucracy here; it is the cheapest available way to find those twelve interfaces on paper instead of on site.
Where to next
Related pages.
Discuss your powder handling project.
Talk to an engineer.
Send the material, the throughput and the plant constraints. An engineer will come back with a route, not a brochure.