<link href="https://fonts.googleapis.com/css2?family=Caveat:wght@500;700&family=JetBrains+Mono:wght@400;500;600&display=swap" rel="stylesheet" /> Skip to main contentEngineering Courses, Mentoring & Jobs | EveryEng
Search icon
CoursesMentoringSeminarsArticlesJobsInternshipsCommunityCareer Tools
EPC Project Planning & Control - Overview and Importance banner

EPC Project Planning & Control - Overview and Importance

EPC Project Planning & Control - Overview and Importance banner
Live online Basic

EPC Project Planning & Control - Overview and Importance

4(21)
1 enrolled
2813 views
COMPLETED

Tell us and we’ll notify you when the next batch is scheduled.

-
-
2813 views
Raju Makadia
Raju MakadiaSpecialist Engineer - Project Controls (Planning & Cost)
Oil & Gas UpstreamProject & Programme Management
  • 7-day money-back guarantee
  • Session recordings included
  • Certificate of completion
Volume pricing for groups of 5+

What enrolled engineers say

4 verified reviews
  • May 3, 2026

    Felt more like a guided walkthrough than a skim; it's helped me map EPC planning concepts to day‑to‑day decisions. The Module 2 section on WBS vs CBS, especially the CPI/SPI earned value example at the FEED‑to‑EPC handoff, stuck. I've already mirrored the change control log to PR flow in our infra repo, and the stage‑gates line up with CI checks before prod, so notes don't just sit idle. wasn't sold on how briefly schedule risk quant was handled beyond P6 screenshots, but the bar stayed even across modules.

    Pathik V. Verified
  • May 3, 2026

    The WBS vs CBS section around the S-curve example for an LNG EPC stuck because it mapped schedule to cost control without fluff. It's mostly applicable to large infra and oilgas; wasn't sold on the light treatment of change control tools or how baselines get updated in real prod workflows.

    sarath S. · Offshore Construction Engineer Verified
  • May 3, 2026

    Good skim if EPC planning wasn't drilled in bootcamp; the WBS vs CBS example in the “Planning Baseline” section stuck, especially how it ties cost codes to schedule drift. It's mostly theory though—I wasn't sold on the controls loop, and wished there was more on earned value in real EPC jobs.

    edward P. · Deputy Director engineering Verified

Your instructor

Raju Makadia

Raju Makadia

Sr. Planning Engineer (Manager)

Specialist Engineer - Project Controls (Planning & Cost)

24+ yrs experience·United Arab Emirates

4Courses
73Learners
4Avg rating

Is this course for you?

You should take this if

  • You work in Oil & Gas Upstream
  • You're a Project & Programme Management professional
  • You prefer live, instructor-led training with Q&A

You should skip if

  • You need a different specialisation outside Project & Programme Management
  • You need fully self-paced, on-demand content

Course details

Project planning is part of project management, which relates to the use of schedules such as Gantt charts to plan and subsequently report progress within the project environment.[1] Project planning can be done manually or by the use of project management software.

Seven Steps to Successful Project Planning

Think of your plan as a roadmap for stakeholders. ...

Break the project into a list of deliverables. ...

Talk to your team. ...

Identify risks. ...

Create a budget. ...

Add milestones. ...

Set progress reporting guidelines.

In this course we going to cover.............

Course suitable for

Key topics covered

This course is divided into several different modules for detail understanding and each module has its own importance. In this module, we will cover following topics.

Do enroll other modules to learn more about project planning, scheduling, Monitoring and control etc. in advance way to save your working time for below topics.

1) Review EPCI Project Scope, Major Equipment's, Sub-Contracts, Major Workshops and reviews.

2) Project Control and Progress Measurement Procedure

3) Primavera Level-3 Schedule preparation by using OBS, WBS, Calendar, Activity Codes & Activity ID Mapping, Resource,

4) Level-4 Deliverable Register (MDR) Procurement Register and Construction PMS Set-up as tool.

5) Advance Excel Function like VLOOKUP, HLOOKUP, Pivot, Conditional Formatting, IF, AND, SUMIFS, COUNTFS, WEEKEND.....etc...

6) S-Curve and Document count by period, Progress Table with real time change with Level-3 inputs.

7) Earned Value Management for Engineering, Procurement & Construction incl. Commissioning

8) Weekly & Monthly Reports contain and how to take care requirements.

9) Manpower Histogram and Gap Analysis

10) Risk Register and Schedule Risk Analysis

Opportunities that await you!

Career opportunities

Training details

This is a live course that has a scheduled start date.

✎ Where this fits — what comes before, what comes next
EPC Project Planning & … ASME B31J in Practice: … Multiphase flow line an… Fundamentals of Oil & G…

COMPLETED

-

Questions and Answers

A: A: Float hides the slip on paper, but downstream curves steepen. Indirects go up. That's the trap. B: Schedules don't self-heal; re-sequencing needs an owner and an MOC. C: Early civils and structural steel feel it first, not commissioning. D: LDs only trigger once contractual milestones are breached, not when float erodes.

A: A: Service text matching isn't control of change. That's how wrong valves get installed. B: This freezes the error before steel and piping lock it in. C: GA drawings often lag P&IDs in brownfields. Tag authority is defined, not assumed. D: By commissioning it's too late; rework risk is baked in.

A: A: Time can absorb predictable weather hits if modeled. B: A code failure forces redesign and possible re-procurement; float won't save you. C: That's exactly what schedule contingency masks. D: Minor inefficiencies get lost inside float without drama.

A: A: Blind fast-tracking multiplies rework once piping and layouts shift. B: Civils and steel can tolerate early release with frozen loads and footprints. C: Schedule hit is unjustified at 60% with orders placed. D: EPCM changes the contract model, not a mid-project planning lever.