Spire’s Project Controls Team was engaged by the Ontario Ministry of Transportation (MTO) and URS Federal Services, Inc. to complete the value engineering and risk assessment component of the preliminary design for the rehabilitation of Highway 401. Spire’s scope included participating in the value engineering workshop; reviewing and evaluating project budgets, cost estimates, schedules, and contracts; and initiating the project cost and schedule risk management workshop. The goal of the program’s value engineering phase was to apply recognized value engineering methodologies to ensure the project was accomplishing necessary functions, identify areas of unnecessary or excess costs, identify and evaluate cost-reducing alternatives, examine opportunities to add value to the project, measure the performance of the alternatives, and identify project risks and develop strategies to mitigate those risks.

Spire assisted the MTO by identifying and ranking risks that might occur during the project, establishing a risk-based estimate of cost and schedule, and developing risk management and mitigation strategies for this $500 Million project.

Highway 401 Rehabilitation Controls

Spire’s project controls experts bring a comprehensive suite of skills and extensive field experience to the job site. We help project teams and management determine how far a project has progressed at any given time regarding schedule, cost, productivity, and risk and compare against contractual expectations, scope, performance criteria, and milestones. Controls can be applied to all phases of a project, from preconstruction to closeout.

Here are just some of the services our construction project controls consultants can bring to your next project:

Project controls are essential to keep complex construction projects on budget and on time. They help teams and stakeholders identify emerging risks early, before they become expensive, time-consuming problems. With advance warning, these issues can be mitigated or avoided altogether. Project controls also give leadership the data they need to set realistic expectations, manage subcontractors, and plan with confidence.

During the course of a project, program and project managers use controls to monitor time and cost expenditures and compare them to project lifecycle forecasts. They also rely on them to coordinate onsite execution with the milestones established during the design, procurement, entitlement, and pre-construction stages.