Quick Snapshot: Where We Start

• What is the project name or short identifier you'd like us to use?
• Which facility type best describes this scope? Options: Gas processing plant, Compressor station, NGL fractionator, Pipeline segment or loop, Metering / PRV station, Multiple of the above, Other
• Which basin(s) and states are we talking about? Options: Permian (TX/NM), Appalachian (Marcellus/Utica), Haynesville (LA/TX), Eagle Ford, Gulf Coast, Multiple basins, Other
• What role do you play on this project? Options: Project Director, VP, Capital Projects, Procurement Manager, Operations / Plant Manager, Owner's Project Management Office (PMO), Other
• Which phase best matches the project right now? Options: Concept / Pre-FEED, FEED, Procurement / Bid Evaluation, Contract Negotiation, Mobilization planning, Active site construction, Commissioning / Startup
• When is your target authorization-to-proceed or mobilization window? Options: Within 0–3 months, 3–6 months, 6–12 months, 12+ months, Undecided

Are You Settling For 'Good Enough' With Your Current Delivery?

• If you described incumbent or current delivery as a single sentence, what would it be?
• How would you rate incumbent performance across safety, schedule, and quality against your expectations? Options: Exceeds expectations, Meets expectations, Sometimes misses expectations, Consistently underperforms, Not applicable / no incumbent
• Which of the following problems have you experienced with the current provider or approach? Select all that apply. Options: Missed milestones / schedule slippage, Subpar safety (TRIR/EMR), Poor craft productivity, Excessive change orders, Poor QA/QC or rework, Logistics bottlenecks, Permitting delays, Other
• Tell us about one recent example where the delivery model or contractor performance created real pain—what happened and what did it cost you (time, budget, stakeholder confidence)?
• How long have you tolerated these issues before deciding to explore other delivery options? Options: This is new (first occurrence), A few months, 1–2 years, 2+ years, Ongoing across multiple projects

What Would Actually Mean 'Success' for This Project?

• If you had to name the single most important success metric for the owner organization on this job, what would it be (schedule, safety, cost, uptime, other)? Options: Schedule / on-time startup, Safety (TRIR/EMR targets), Capital cost adherence, Operational performance / throughput, Regulatory compliance, Other
• What specific numeric targets or thresholds do stakeholders expect (e.g., target startup date, TRIR target, cost variance limit)? Please list numbers or dates.
• Which stakeholders will sign off on acceptance criteria and what are their top concerns? Options: Project Director, VP, Capital Projects, Procurement, Operations, HSSE / EHS, Regulatory / Permitting, Other
• Are there commercial levers tied to those metrics today (bonuses, liquidated damages, acceptance gates)? Options: Yes — liquidated damages, Yes — performance incentives, Yes — milestone-based payments, No formal commercial levers yet, Undecided
• How will you know—tangibly—that this project was worth choosing a different delivery partner?

Hidden Site Realities Nobody Mentions (But Will Win or Break the Job)

• What's one site constraint you think everyone is underestimating right now?
• What is the permitting status for this site and which permits remain critical-path? Options: All permits secured, Most permits secured, minor pending, Major permits pending (air, water, ROW), Permitting not started, Unknown / needs assessment
• Which physical site constraints could materially impact schedule or productivity? Select all that apply. Options: Limited laydown / staging area, Restricted access roads, Seasonal weather constraints, Geotechnical issues, Utilities not available on site, Nearby operations causing coordination needs, Environmental / habitat restrictions, Other
• Are there incumbent vendors, fabricators, or subcontractors already committed on site we must coordinate with? If so, who and what scope?
• Do you have as-built, geotech, or permit documentation available to share? If not, what’s missing? Options: All documentation available, Partial documentation, Only high-level drawings, No documentation available, Unknown

Who Really Signs the Check — Decision Dynamics and Approval Triggers

• Where do decisions typically slow down in your approval chain—and why? (Budget thresholds, technical sign-offs, executive buy-in, procurement rules?)
• What are the formal approval thresholds (dollar or scope bands) and who sits at each level? Options: Project Director up to $X, VP Capital Projects up to $Y, C-suite or Board required over $Z, Procurement approvals for vendor selection, Other / custom thresholds
• How fixed is your target mobilization date versus being aspirational? What happens if it slips? Options: Firm — immovable, Fairly fixed with contingency plan, Flexible within a few weeks, Flexible by months, Undecided
• What procurement path are you most likely to take for this scope? Options: Competitive lump-sum RFP, Reimbursable / time & materials, Hybrid (unit rates + target cost), Prequalified shortlist then negotiation, Direct award to incumbent, Owner self-managed
• Who will be our primary point of contact for commercial vs technical vs scheduling issues?

Labor, Subcontractors, and Basin Realities — The Practicalities of Getting Work Done

• How would you characterize craft availability and productivity in the target basin right now? Options: Plentiful and competitive, Adequate with localized shortages, Tight — limited availability, Severely constrained, Unknown
• Do you require union labor, non-union, or a mix? Are there site-specific labor agreements we must honor? Options: Union required, Non-union required, Mix depending on trade, No specific requirement, Unknown
• Which trades or subcontractor scopes are hardest to secure in this region right now? (e.g., heavy mechanical, E&I, civil, specialty vendors) Options: Mechanical erection, Pipe fabrication, Electrical & Instrumentation, Civil / earthworks, HVAC / Controls, Specialty skids / modules, Other
• Have you experienced labor-related productivity metrics we should know (man-hours per spool, weld rates, crew sizes)? Please provide examples or averages.
• How open are you to modularization, off-site fab yards, or increased prefabrication to reduce field labor needs? Options: Very open — prefer it, Open with clear ROI, Skeptical — needs convincing, Prefer traditional field build, Undecided

What Keeps You Up at Night — Risks, Contingencies, and Who Bears Them

• If you had to name the single risk that most threatens this project's success, what is it?
• Which of these risk categories are top concerns for you? Select up to three. Options: Labor productivity shortages, Permitting delays, Long‑lead equipment deliveries, Material price escalation, Safety incidents / regulatory action, Design scope changes, Third‑party coordination
• What contingency budget or schedule buffer do you currently have allocated for these risks? Options: >15% cost contingency, 10–15% cost contingency, 5–10% cost contingency, <5% cost contingency, No contingency defined, Unknown
• Who on your team is responsible for risk monitoring and escalation, and how often do they report progress? Options: Project Director, Risk Manager / PMO, VP, Capital Projects, Procurement, Operations, No formal owner
• What mitigation measures have you already considered or committed to (e.g., fabricate early, split package delivery, holdback clauses)? Options: Advance fab yards / skids, Split procurement to reduce long-lead exposure, Schedule float for permitting, Performance incentives/penalties, Contingency labor pools, Other

If This Went Perfectly — What Changes for Your Team and Business?

• Imagine we deliver exactly to your success signals: what immediate business outcomes would you expect (production gains, cost savings, regulatory relief, reputational wins)?
• Post‑handover, how important is a clear warranty and improvement channel (e.g., 24/7 support, spare parts strategy, warranty SLAs)? Options: Critical — must have, Important but negotiable, Nice to have, Not needed
• What operational KPIs will you monitor in the first 90 days after startup? Options: Throughput / capacity, Emissions / environmental compliance, Safety performance, Downtime / reliability, Maintenance backlog, Other
• If a different delivery model (e.g., lump‑sum with heavy prefabrication) could materially reduce field schedule by X weeks, what value would X need to represent for you to prefer that model?
• What internal stakeholders would need to be convinced for you to change the delivery model and who is easiest to influence? Options: Project Director, VP, Capital Projects, Procurement, Operations, Finance, Other

How Bold Are You Ready to Be — Practical Next Steps

• If we proposed a short, low‑risk pilot (e.g., one module prefabricated in our yard) to prove schedule and productivity gains, how willing would you be to try it? Options: Very willing — ready now, Willing with approvals, Open but need more data, Not willing at this time, Undecided
• Which procurement route would you prefer to explore first with us? Options: Competitive lump-sum RFP, Target-price / cost-share hybrid, Reimbursable with guaranteed max, Direct negotiation with prequalification, Need help deciding
• What additional information would you need from us to take the next step (references, site visit, safety records, detailed schedule, cost models)? Select all that apply. Options: Safety performance and TRIR/EMR records, Reference projects in the basin, Fabrication & erection productivity data, Preliminary schedule and critical path, High-level cost model / price ranges, HSE program and training plans, Other
• Who needs to attend the next conversation to make progress and what decision or output would make that meeting successful?
• Realistically, when should we aim to re‑connect to move this forward? Options: Within 1 week, 1–2 weeks, Within a month, 2+ months, Undecided

Quick Snapshot — Where We’re Starting

• Which basin is this project primarily located in? Options: Permian, Appalachian, Haynesville, Eagle Ford, Gulf Coast, Rockies, Other — please specify
• How would you describe the site type today? Options: Greenfield, Brownfield/modification, Partial demolition + rebuild, Leased yard / fab yard only, Multiple sites / spread across pads
• Do you have a current scope or FEED document we should align to (attach or summarize below)? Options: Yes — full FEED, Yes — preliminary scope only, No formal FEED yet, Scope is informal / email threads
• What is the high‑level target in one sentence (e.g., 'Add 200 MMscfd inlet, compressor swap, and NGL recovery skid')?
• What is your target in‑service / commissioning quarter or date today? Options: Next 3 months, 3–6 months, 6–12 months, 12+ months, TBD
• Who is our primary operational contact on your side for site questions (name, role, email)?

What’s Quietly Costing You Time and Money?

• If this project were allowed to remain 'fine' instead of fixed, what recurring problems would keep happening?
• Which of these have already eroded budget or schedule on this scope? Options: Permitting delays, Incumbent contractor claims, Site condition surprises, Long‑lead equipment slips, Labor productivity shortfalls, Design rework / RFIs, Other — describe
• Can you quantify recent impacts (last similar project) in cost or weeks of delay? Please share numbers or ranges.
• When these problems occur, who on your team ends up firefighting most often? Options: Project Director, VP Capital Projects, Procurement, Operations Site Lead, Third‑party PM/Owner Rep, Other
• How does it feel internally when delays happen—annoying, risky to your job, likely to stop future projects, or something else? Options: Annoying/habitual, Creates political risk, Threatens budget approval for future projects, Erodes trust with operations, Other — describe

Who’s Actually Calling the Shots When Timelines Slip?

• When the schedule starts to slide, whose approval or buy‑in actually unlocks decisions fastest? Options: Project Director, VP Capital Projects, Procurement Lead, Operations/Facility Manager, CFO/Finance, Board/Owner Rep, Other
• What are the formal approval thresholds (cost and schedule) that trigger executive escalation? Options: <$250k, $250k–$1M, $1M–$5M, $5M–$20M, >$20M, Unsure / not documented
• How do procurement timelines interact with your decision gates (e.g., bid period length, negotiation buffer, PO issuance)? Options: Procurement drives schedule, Parallel procurement and approvals, Procurement delays after approvals, We use sole‑source for long‑leads, Varies by package
• Tell us about any internal decision friction—missing signatures, competing priorities, or risk aversion—that has delayed past projects.
• If we needed to accelerate a critical decision this month, who would we invite to the table and why?

Site Surprises That Keep You Up at Night

• What on the site would you call a 'known unknown'—things we suspect might be an issue but haven’t yet validated? Options: Unmapped utilities, Unknown soil conditions, Contaminants/previous spills, Space/congestion limits, Access/road limits, Floodplain or environmental constraints, Other — describe
• Have you completed geotechnical, environmental, and ROW surveys? If so, what’s their status? Options: All complete, Geotech only, Environmental only, ROW/access pending, None started
• Are there physical access constraints (narrow roads, weight limits, seasonal closures) that affect heavy lifts or deliveries? Options: Yes—seasonal, Yes—permanent/structural, No significant constraints, Unsure / need study
• How constrained is laydown and temporary workspace on site? Options: Plenty of laydown, Tight — needs optimization, No clear space—requires offsite yards, TBD
• Tell a short story about the last time a site surprise forced a major replan or change order—what happened and what was the fallout?

Permits, Long‑Leads & Single Points of Failure

• If permitting and long‑lead items were the only two things to go wrong, which would worry you more and why? Options: Permits—most worrisome, Long‑lead equipment—most worrisome, Both equally worrying, Neither—other concerns dominate
• Which permits are required and what is each permit’s current status? Options: Air/Emission, Water/Stormwater, NPDES, CWA/Section 404, Local building, Occupancy/operating, Other — specify
• For long‑lead equipment (compressors, heat exchangers, cryo trains, automation), which items are ordered, committed, or not started? Options: Ordered & on schedule, Ordered & delayed, Quoted but not ordered, Not quoted/not started, Vendor lead time unknown
• Are there single‑vendor or single‑source items that would stop the project if they slipped? Please identify and describe the contingency plan if known.
• What internal or external regulatory milestones (inspections, public hearings) pose the biggest schedule risk?

Craft, Subcontractors and Local Market Reality

• In this basin today, would you rate craft availability as:? Options: Abundant — no concern, Adequate with premium pricing, Tight — will constrain schedule, Severely constrained — requires subcontractor relocation
• Which craft trades are most constrained or critical on this scope? Options: Mechanical erectors, Pipefitters/fitters, Welders (NDT/qualified), Electrical & instrumentation, Civil/earthworks, Insulation/painting, Other — specify
• Do you have preferred or incumbent subcontractor relationships we must honor or coordinate with? Options: Yes — incumbent named, Yes — preferred list, No formal preferences, Open to new subcontractors
• How comfortable are you with a Host that self‑performs mechanical work and uses fab yards to reduce field hours? Options: Very comfortable, Somewhat comfortable, Neutral, Prefer purely subcontracted model, Need more info
• If craft shortages were to delay the schedule, what trade‑offs would you accept: extend schedule, increase premium pay, offsite prefab more scope, or reduce scope? Options: Extend schedule, Increase premium pay, Increase offsite prefabrication, Reduce scope / phase scope, Other — describe

Incumbent Performance — Reality vs Expectation

• If an incumbent contractor is involved, what has been most disappointing about their performance? Options: Schedule slippage, Poor quality / rework, Safety incidents, Cost overruns / claims, Communication gaps, Other — describe
• Have there been active claims, open change orders, or disputes with an incumbent that we should know about? Options: Yes — active claims, Yes — closed claims with cost impact, No claims, Unknown / need to check
• How would you rate incumbent safety and quality performance using TRIR/EMR or descriptive terms? Options: Excellent — meets expectations, Acceptable with minor issues, Below standard — frequent recordables, Unacceptable — regulatory intervention
• If we were to replace an incumbent, what immediate operational or contract friction points should we anticipate (access, backcharges, retained personnel)?
• What unresolved warranty, punchlist, or latent defect issues exist from prior work that could affect acceptance? Options: Several known items, A few isolated items, None known, Unsure / need audit

Operational Interfaces and Acceptance Criteria

• What concrete acceptance criteria will operations use to sign off mechanical completion and turnover? Options: Mechanical completion checklist, Performance testing to X parameters, HSE compliance only, Documentation completeness (O&M, as‑built), Other — specify
• Are operational performance targets already specified (e.g., capacity, TRIR/EMR targets, startup ramp rates)? Options: Yes — all targets documented, Partial targets documented, No formal targets, Targets informal / verbal
• Who will own commissioning and startup operations—your crew, the contractor, or a blended team? Options: Owner operations, Contractor / EPC team, Blended team, Third‑party commissioning agent
• Are there contractual acceptance gates tied to milestone payments we should be aligned with? Options: Yes — payment gates defined, Yes — loosely defined, No payment gates, Unsure
• What are the single most important non‑negotiables for handover (safety record, zero leaks, guaranteed throughput, O&M training, other)?

If We Were to Tidy This Up, What Would Success Actually Feel Like?

• Imagine 12 months from now and this project is running on schedule—what three things happened differently to make that possible?
• Which single metric would make you consider this project an operational success (on‑time, on‑budget, safety, throughput)? Options: On‑time delivery, On‑budget to baseline, Safety (TRIR/EMR targets), Guaranteed throughput/performance, Minimal punchlist at turnover
• How confident are you in your current baseline estimates (cost, schedule) on a 0–10 scale, and why did you choose that number? Options: 0–3 low, 4–6 moderate, 7–8 high, 9–10 very high
• What would you most want your EPC partner to take off your plate in the first 60 days? Options: Permitting push, Long‑lead procurement, Site survey and geotech, Subcontractor alignment, Detailed schedule and P6 plan, Other — describe
• What keeps you awake at night about handing the project to a new EPC partner?

Immediate Red Flags & Next Steps

• Are there any regulatory deadlines, lease obligations, or commercial milestones in the next 90 days we must avoid missing? Options: Yes — regulatory deadline, Yes — commercial milestone, No critical 90‑day items, Unsure / need confirmation
• What internal approvals would we need from you to move from discovery into a joint mobilization plan? Options: Project Director sign‑off, VP Capital approval, Procurement release, Finance/Legal signoff, All of the above
• Which three documents or datasets would accelerate our ability to validate the current state (attach or list): Options: Current scope/FEED, As‑built surveys, Permit registry, Long‑lead purchase orders, Incumbent contract / change orders, Vendor lead time confirmations
• Who else on your team should join the next technical alignment session (name, role)?
• If you could give us one last candid piece of advice about working with your team, what would it be?

Quick Read: Are We Ready to Talk Mobilization?

• On a simple readiness scale, how would you describe the project right now? Options: Mission-ready (all major items green), Mostly ready (low-risk open items), Partially ready (some high-impact gaps), Not ready (major blockers)
• What target date are you planning for site mobilization? Options: Within 4 weeks, 1–2 months, 2–4 months, 4+ months, No target yet
• Who will act as the single point of contact for mobilization decisions from your team? Options: Project Director, VP, Capital Projects, Procurement Lead, HSE Lead, Other (name/role)
• If you had to name the single thing you worry about most before mobilizing, what is it?
• Briefly describe any recent internal or external events that have shifted your mobilization date.

If We Mobilize Tomorrow, What Would Break First?

• What single permit or approval—if not secured—would immediately stop mobilization?
• Which permit types are still outstanding for this site? Options: Environmental (air/effluent), Building/structure, Right-of-way/land use, Pipeline crossing/ROW, Fire & life safety, Electrical service/transformer, Local municipal, Other
• For the outstanding permits you selected, what are the current status and the remaining actions required?
• Who owns each permit application and communications with regulators? Options: Owner (E&P/Midstream), EPC Contractor, Third-party consultant/permitter, Joint responsibility, Other
• Have you faced permit-related stoppages on recent projects? If so, what was the impact and how long did it add to schedule?

Where the Long‑Lead Risks Live

• Which single long‑lead item would halt commissioning if it’s late or damaged?
• Which long‑lead equipment or skids apply to this scope? Options: Compressor packages, Cryogenic trains/heat exchangers, Fractionation columns, Dehydration/TPU skids, Large transformers, Control system panels/PLC cabinets, Proprietary rotating equipment, Other
• What is the procurement/delivery status for the long‑lead items you depend on? Options: Identified and ordered, Identified but not ordered, Fabrication started, In transit to fab yard, Delivered to site, Critical delay reported
• What lead‑time variance (in weeks) would you consider tolerable before project risk escalates? Options: <2 weeks, 2–6 weeks, 6–12 weeks, >12 weeks
• Are there single‑source or vendor lock constraints we must navigate (manufacturers that must be used)? Please list and explain any risk.

Who Needs to Say Yes — and How Fast?

• If a week of delay costs X, who in your organization can approve the extra spend immediately to avoid it?
• Who holds final authority to authorize site mobilization? Options: Project Director, VP, Capital Projects, Procurement Lead, Owner Executive Committee, Joint sign-off
• What are the approval thresholds that require escalating beyond the project team? Options: <$250k, $250k–$1M, $1M–$5M, $5M–$20M, >$20M
• What is the typical decision turnaround time at each escalation level (same day, 1–3 days, 1–2 weeks, >2 weeks)? Options: Same day, 1–3 days, 1–2 weeks, >2 weeks
• Tell the story of a recent approval that missed its timeline—what happened and what would you change next time?

Labor: Can We Build with the People Available?

• If you needed to ramp craft by 50% in six weeks, where would the workforce realistically come from?
• Rate craft availability in your target basin right now. Options: Plentiful, Adequate, Tight, Severe shortage, Unknown
• Which trades are most constrained and must be addressed in our mobilization plan? Options: Pipefitters, Welders, Electricians, Instrument technicians, Millwrights, Riggers/Crane crews, Other
• Are there mandatory local hiring, union rules, or incumbent subcontractor commitments that will affect crew sourcing? Options: No constraints, Other, Mandated incumbents, Preferred vendor list, Union labor required
• What shift patterns, overtime limits, or training windows should we anticipate that could change productivity assumptions?

Getting Stuff to Site Without a Trainwreck

• What single transport or logistics constraint would cause the biggest schedule failure?
• Which logistical constraints apply to this site? Options: Oversize/overweight permits, Bridge/route load limits, Rail siding availability, Port/harbor constraints, Local road restrictions, Seasonal/weather closures, Customs/import delay, None of the above
• Have route surveys, transport engineering, or abnormal transport permits been completed? Options: Complete, In progress, Not started, Not required
• What on-site laydown and storage capacity is available for delivered modules and materials? Options: Sufficient on-site laydown, Limited on-site space, No laydown on-site; off-site required, Dedicated off-site yard secured
• Share an example of a recent logistics failure on a comparable job and the mitigation that worked or didn't work.

HSE: What Keeps You Awake at Night?

• If a single safety lapse could stop mobilization, what's the scenario you fear most?
• Which pre‑mobilization HSE checks are still outstanding? Options: Site-specific inductions, Job hazard analyses (JHAs)/JSA, Emergency response plan, Contractor HSE prequalification, Lifting plans and certifications, Hot work and confined-space permits, Environmental control measures, PPE issuance and verification
• Have we completed any joint HSE readiness activities (e.g., tabletop drill, full‑scale drill) with owner and major subs? Options: Full-scale drill completed, Tabletop exercise only, Planned but not yet run, Not planned
• What TRIR/EMR targets will you hold the construction team to during mobilization and early construction? Options: Zero recordable target, TRIR <0.5, TRIR 0.5–1.0, TRIR >1.0, Owner will define after mobilization
• What previous incident or near-miss must shape our mobilization plan to prevent repeat issues?

Commercial Triggers & Escalation: Who Pays When Things Change?

• If a long‑lead item slips and requires expedited freight that doubles cost, who is expected to carry that incremental cost?
• Which commercial structure best reflects how you want mobilization risk allocated? Options: Lump‑sum with owner bearing schedule risk, Reimbursable/cost‑plus with cap, Hybrid (shared risk and incentives), Owner-supplied equipment, Other
• Which mobilization triggers must be met before we physically mobilize crews? Options: Permits in hand, Critical equipment delivered or on route, NTP and contract finalized, Owner funds released, Site access and temporary utilities established, HSE plan approved
• What formal escalation path and timing do you require for scope or schedule disputes during mobilization? Options: Project Director → VP within 24 hours, Joint change board weekly, Immediate executive escalation, Contractual dispute process only, Other
• What contingency budget percentage or schedule buffer do you expect to hold for the mobilization phase? Options: No contingency, 2–5%, 5–10%, 10–20%, Other

Sign‑offs & Handover: How Will We Know You're Ready?

• What are the non‑negotiable acceptance criteria that must be met before you consider mobilization successful? Options: All permits approved, Critical equipment on-site, Required crafts mobilized, Laydown and temporary facilities in place, HSE prechecks complete, QA/QC plan and documentation in place
• Who must sign the mobilization checklist and what constitutes a joint sign‑off? Options: Project Director, VP, Capital Projects, Procurement Lead, HSE Lead, Joint signature (Owner + EPC)
• Which documentary proof must be in hand at mobilization (FAT reports, mill test certs, insurance, vendor guarantees)? Please list the top items.
• How often do you want formal mobilization review meetings during the first 30 days on site? Options: Daily, 3x per week, Weekly, As-needed/emergency only
• Thinking ahead: what would make you glad you mobilized on the agreed date? Describe the early signs of a clean mobilization.

Project Snapshot — Start Here

• Briefly describe the project and the primary objective (facility type, nameplate capacity, and target start‑up window).
• Which basin(s) will this project be executed in? Options: Permian, Appalachian, Haynesville, Gulf Coast, Rockies, Other
• Who is the owner-side accountability lead for delivery (name and role)?
• What procurement stage are you currently in? Options: Pre‑qualification, RFP/RFQ drafting, RFP issued, Shortlisting bidders, Commercial negotiation, Awarded/locked
• What internal approval timeline do you have to authorize an EPC award? Options: Immediately, Within 1–3 months, 3–6 months, 6–12 months, Longer than 12 months, Undecided

Is This a Ticking Clock or a Strategic Play?

• If the critical path slips by three months, what financial or operational consequences would you face? Options: Lost production revenue, Contractual penalties, Increased financing cost, Regulatory/compliance impacts, Missed market windows, Other
• What is the absolutely latest commercial / startup date that you cannot move?
• How confident are you in the current schedule baseline and the assumptions behind it? Options: Very confident, Somewhat confident, Doubtful, Not confident at all
• Which schedule drivers in this basin have surprised you before (e.g., permitting, equipment, craft availability)? Please give examples.
• Who on your team owns schedule escalation and what is their escalation path? Options: Project Director, Program/PMO, VP Capital Projects, Operations Lead, Procurement Lead, External advisor

What’s Keeping Safety and Compliance From Being 'Solved'?

• If a recordable injury happened on site, what would it cost you in terms of reputation, operations, and regulatory exposure? Options: Minor impact, Moderate operational disruption, Major schedule and reputational damage, Significant regulatory scrutiny/shutdown
• How do you currently measure and enforce contractor HSE performance—and which metrics matter most to you? Options: TRIR/EMR targets, Leading indicator dashboards, Third‑party audits, Near‑miss reporting, HSE Management Plan sign‑off
• Which TRIR/EMR target would you require from an EPC partner for this project? Options: TRIR <0.5 / EMR industry-leading, TRIR 0.5–1.0, TRIR 1.0–2.0, No strict numeric target, but strict processes
• Have you experienced safety-driven work stoppages with contractors previously? Tell us what happened and the root causes.
• Which site-level HSE deliverables are mandatory before turnover (select all that apply)? Options: Permit‑to‑Work systems, Completed HSE file and audits, Incident investigation reports, Operator site inductions, Third‑party verification

Where Is the Incumbent Letting You Down?

• If your incumbent stayed on, which repeat failure would cause the most damage to schedule, cost, or safety? Options: Poor schedule adherence, Quality rework, Slow response to change orders, Weak craft productivity, Inadequate safety controls, Poor communication
• Which specific performance areas have you been most dissatisfied with from incumbent contractors? Options: Schedule, Quality, Safety, Change‑order transparency, Cost control, Communication
• Describe a moment when incumbent performance materially affected project outcomes—what happened and what would you have done differently?
• How open are you to replacing an incumbent mid‑project versus waiting to re‑procure at a milestone? Options: Open to replace anytime, Prefer at defined milestone, Only at contract end, Not open to replacing
• Are there incumbent subcontractor relationships you consider essential to preserve? If so, which and why?

The Hidden Constraints No One Puts on the Gantt

• Which single local constraint—permits, long‑lead equipment, craft shortages, logistics, community relations—would most likely derail the plan if left unaddressed? Options: Permitting/approvals, Long‑lead equipment, Skilled craft shortages, Laydown/logistics bottlenecks, Landowner/ROW issues, Weather/seasonality
• Which permits or regulatory approvals are still outstanding and what are their expected target dates?
• Which long‑lead equipment items are on order or at risk (select all that apply)? Options: Compressors, Heat exchangers, Fractionation columns, Turbines/engines, Control systems/PCS/DCS, Skids and prefabs, Other
• How have you validated craft availability in the basin—do you have commitments or do you expect the contractor to supply craft? Options: We have secured craft, Relying on market availability, Expect contractor to provide craft, Uncertain and need assessment
• What contingencies (schedule, overtime, local crews) are you willing to accept to mitigate weather or seasonal work stoppages?

If Success Had a Scorecard, What Would It Measure?

• Beyond cost, which single metric would make you feel the project was unquestionably successful? Options: On‑time start‑up, Zero recordables (TRIR/EMR), First‑pass commissioning success, Declared capacity met, Low warranty call rate, Other
• List the top three non‑negotiable acceptance criteria for mechanical completion and turnover (e.g., throughput, emissions, certified drawings).
• What level of FAT/SAT and test documentation will you require to accept equipment and systems? Options: Full witnessed FATs with data, FATs plus partial site testing, Site acceptance tests only, Comprehensive data packages and loop checks
• How would you prefer to manage defects and warranty work after turnover (select one)? Options: 12‑month warranty with SLAs, 90‑day remedial window then escalation, Dedicated on‑call contractor team, Escalation to executive sponsors
• What operational KPIs should we track together during the first 12 months to prove handover success?

How Will You Make the Final 'Yes'?

• If two bids are within 5% on price, what differentiator would make you choose one contractor over another? Options: Proven basin schedule performance, Superior safety record, Self‑perform mechanical capability, Fabrication capacity and prefabs, Commercial flexibility, Stronger references
• Who holds signature authority for award and what internal approvals or committees must sign off?
• Which commercial model do you prefer for this scope and why? Options: Lump‑sum fixed price, Reimbursable / T&M, Target cost / gainshare, Hybrid (early works + lump‑sum), Undecided / open
• What contract terms are absolute deal‑breakers for your organization?
• What evidence, demonstrations, or references would you need to convince your VP of Capital Projects and Procurement to award?

Small Changes That Unlock Big Outcomes

• What one small change at scope, contract, or schedule could materially reduce your project's primary risk?
• Would you trade some commercial certainty for greater schedule certainty (for example early works or staged lump‑sum for critical modules)? Options: Yes, Maybe with defined guardrails, No
• Are you open to early‑works packages, mobilizing fab yards, or pre‑assembling skids to de‑risk the field schedule? Options: Yes — broadly, Yes — limited to critical-path items, No — prefer full mobilization later, Need more information
• Would you consider vendor‑managed fabrication (our fab yards) to reduce field hours and labor risk? Options: Definitely, Maybe — need cost comparison, Not interested
• What KPI or pilot scope would you authorize quickly to validate our delivery model for you?

What Keeps You Up at Night — Be Honest

• When you picture the worst‑case outcome for this project, which scenario feels most likely and why?
• Which risks do you assess as highest probability today? Options: Cost escalation, Schedule slip, Safety incident, Permitting delay, Equipment delivery failure, Labor strikes/disputes, Warranty disputes
• Have you experienced warranty or handover disputes before? Describe the pain points and the resolution timeline.
• How much budget and schedule contingency do you typically accept for projects like this? Options: <5%, 5–10%, 10–20%, >20%, No standard contingency
• Who would you want on a joint escalation team if an issue threatened delivery (names/roles)?