Development and delivery across multiple engagements, including a separately identified completed facility example.
Development across engagements
Owners need a sufficiently developed project to make an informed investment decision and a credible basis for managing execution. Technical definition, commercial preparation, operating requirements and market timing influence whether a development should proceed. Cost, schedule and risk performance then shape the investment's expected return.
Sand Hill has acted as the owner's representative on numerous greenfield developments with individual budgets ranging from approximately US$200 million to US$2.2 billion in total installed cost.
Development work has connected physical infrastructure, automation and control systems, engineering, procurement and commercial preparation with future operating and maintenance requirements. Sand Hill has helped owners prepare specifications, procurement plans, contracts and supporting project documentation.
Developing capability and an executable undertaking
Development includes the human resources and technical capability, business processes, management systems, technology and strategies required to develop and deliver the project. Sand Hill connects this organizational preparation with the definition of the physical asset and the owner's operating requirements.
Delivery across engagements
Sand Hill has helped clients develop and complete projects with a combined value exceeding US$1 billion.
Sand Hill's cost, schedule and risk management improved the predictability of project cost and delivery timing, giving owners a more reliable basis for evaluating expected investment returns.
Forecast responsibility reflects the engagement
Where Sand Hill's engagement includes the full business case, we develop risk-adjusted investment-return forecasts and assess forecast accuracy against realized results. Where our engagement covers project delivery, our contribution centers on the cost and timing assumptions underlying the owner's investment case.
Supporting future investment decisions
For projects awaiting execution, owners retain developed project documentation to support investment decisions as market conditions change. Sand Hill continues to advise on portfolio considerations and independently assess project viability against market conditions and available execution capacity.
Featured delivery example: a new operational facility
The following scope and results relate to one completed greenfield facility. The project values above describe multiple engagements and are not the budget of this featured example.
Developing a new industrial facility required coordination across major suppliers, contractors, the balance-of-plant engineer and the owner's team. Engineering, procurement, construction and operating readiness needed a common basis for execution, while scope decisions required a clear understanding of cost and schedule consequences.
Featured delivery: integrated project services
Sand Hill served as the owner's representative through development and delivery. Its scope included engineering management, project controls, integrated planning and scheduling, cost management, risk management, expediting, contract management, document control and management, procurement support and construction management support.
The engagement also included technical training, turnover, start-up and commissioning support, connecting project delivery with the owner's operating requirements.
Featured delivery: scope, cost and risk control
For owner-requested scope changes that affected estimated total installed cost, a formal change process established the cost and schedule implications before the owner decided to incorporate each change. This discipline kept approved changes visible and supported a scope-for-scope comparison of the estimated investment and final cost.
Featured delivery: common document control across the delivery team
Sand Hill used off-the-shelf technologies and developed independent processes and systems that enabled common document control across all major suppliers, contractors, the balance-of-plant (BOP) engineer and the owner’s team.
Featured delivery: turnover, start-up and commissioning
Sand Hill developed an independent turnover, start-up and commissioning system used to turn over more than 1,000 assets across more than 150 systems and subsystems. Alongside technical training and commissioning support, this work connected the delivery of individual assets with preparation of the facility for operation.
Featured delivery: the outcome
The facility became an operational asset with a final cost variance of 2% against Sand Hill's Project Authorization Estimate on a scope-for-scope basis. Approved scope changes remained visible through the formal change process.
How this work connects
Greenfield development and delivery connect investment strategy, organizational capability and the physical asset. People, processes, systems and technology support execution across engineering, procurement, construction and operating readiness. Integrated project services maintain the connection between the owner's investment objectives and delivered outcomes.