o Construction Management: showing real progress at site at distinct levels, by area, by prime, by building or by type of components (eg. underground piping in the project) Capture Historical Trends & Forecasting (Phase 3): Construction quantities and progress were tracked weekly in MileMaker. By storing the weekly snapshots, the team identify installation trends by major discipline and to forecast progress, highlighting potential bottlenecks before they impacted the schedule. Archive for Future Use (Phase 4): Data on quantities, drawing counts, lead times and costs were stored and made accessible to support capital estimates and engineering planning for other concentrator projects in the region. This shared knowledge base refined future execution plans and improved cost and schedule accuracy. Enterprise Analytical Tool (Phase 5): The project data feeds into Fluor’s EPHD (Fluor’s EPC Health Diagnostic Platform) a corporate repository covering mega-projects across business lines. Fluor’s project analytics team used this dataset to perform quarterly predictive analyses on the steel program, providing insights that guided relief actions and process improvements. Outcomes: Reduced Labor Requirements: Automating data flows and dashboards enabled a single fulltime equivalent (FTE) to maintain the information system, compared to five FTEs on a previous project with similar scope. Improved Decision-Making: Real-time, integrated data allowed management to quickly identify and resolve bottlenecks, ensuring on-time steel deliveries for construction. Execution Efficiency: The integrated framework enabled the team to manage a 12,000-ton steel program within the same time frame as a previous project with half the tonnage. Reusability of Data: The rich dataset generated by this project now supports other mining projects during study and planning phases, contributing to better estimating and execution strategies. The example above describes only 1 dashboard. After a couple of months the team created similar tools for managing the lifecycle of other major bulks such as piping, supports, cable mechanical equipment and other allowing to keep track of the project lifecycle. Another set of dashboards to manage engineering progress by tracking drawing issuance by the engineering and vendor teams, a dashboard for warehouse reception and issuance allowing to expedite material more effectively from vendors and shops. Construction installed quantities by week as well as spent hours monitoring installation rates and site productivity. This plethora of dashboards were developed by only a couple of part time engineers but saved the project dozens of positions required to manage and integrate this large swath of data. This case study illustrates how applying the five-phase framework transformed a complex steel procurement and fabrication program into a streamlined, data-driven process. It demonstrates tangible benefits in efficiency, quality, and knowledge sharing, setting a precedent for future EPC projects. 9. Conclusion
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