What we do

Stages include


FEL 1 – 3


Bankable Feasibility Study


Detailed Design


Project execution




Manfacturing / automation / fuel handling / ports and wharf modular design


Tender review or verification


Review contracts and conditions


Schedule reviews


Work packages

Tender Reviews and Tender Proposals.

Bid-Proposal-Tender managers and staff, how you prepare the same is mostly about costs.

Do you use the following?

  • Vender’s costs – but how do you know their costs are correct? They may under-price the job, leaving you with the project life’s debt. They overprice the same and you are not considered.
  • Do you use your past project costs? Have you just joined the organisation and imported costs from your last employer? No two jobs are the same, as we all know, so why would your previous project costs be applicable to the current project?
  • Are you using one of those estimator packages of software? We all know they are guessed values plus or minus a random percentage. They use old data and the data description would hardly ever be applicable to your project.
  • Estimating – how you would describe an estimate? We ask this question at all our workshops. We get lots of differing descriptions, but no one ever describes an estimate as the dictionary description. To quote the same “roughly calculate or count”. don’t we all want to do better than this?   So, you need to talk with BMP, so we can detail how our system works via “Baseline and Best Practice Costs”.

Independent Peer Reviews of your Proposals - Budgets - Tenders - Operations.

In our reviews we have examined and reported on:

  • Qualitative risk assessment processes and outcomes
  • Quantitative risk analyses across a range of topics, including project costs and schedules, vendor risk assessments and business case calculations
  • Risk management frameworks, guidelines and related documents.

We have also developed guidance for independent peer review teams, to help those set priorities for their work and allocate limited due diligence resources more effectively.

Re-engineering, reviews of costs-processes and procedures.

To maintain profitability and a competitive advantage in a challenging and uncertain marketplace, many leading companies are turning to business process re-engineering. When executed well, via the BMP business process, re-engineering initiatives can result in more efficient and effective operations, with an improved bottom line and balance sheet.

The Process of Re-engineering.

Several factors can go a long way toward ensuring the success of a business process re-engineering program:

  • Visible, sustained support from executive leadership and commitment to the business process re-engineering project.
  • A strong business case based on data that aligns the business process re-engineering effort with strategic goals and defines clear, measurable objectives.
  • Use of proven business process re-engineering (BMP) methodologies that have solid grounding in real-world results – not just in theory.
  • Clear communication within the organisation, including documentation, which conveys the goals of the business process re-engineering initiative together with the roles and responsibilities of the participants.
  • An end-to-end perspective that takes into account the entire process, and involves multiple parts of a company that may play roles in elements of its execution.