01

Pre-project development includes vision development, stakeholder engagement and partnership development, analysis and planning, preliminary design and development and project management team assembly. At Artscape we place considerable emphasis on developing a strong vision which is developed with and shared by a diverse range of stakeholders. The notion of a shared vision is the hallmark of all Artscape projects and is fundamental to building and maintaining momentum throughout the project.

02

Project development involves organizing and planning all the variables that go into a project, including deciding materials, creating a budget and creating tasks for team members. 

03

PC project management hence would be considered as the entire process which is dealt by the EPC contractor. Engineering the contract, would consider all the requirements of the contract. This would include the time taken to consider the form of contract, materials required, individuals responsible for carrying out the activities and the sanction plan or blue print of the construction. Procurement would include the purview of securing all the capital goods and raw materials required for carrying out the project.

04

Control, visibility, efficiency – from start to finish

Supply chains can be complicated. That’s why we have designed our Supply Chain Management (SCM) services to help cater to your logistics complexities. Our local expertise along with our global infrastructure provides you with a strong supply chain backbone that will help you grow your business and exceed customer expectations.

The broad range of value added capabilities provided under the SCM services can help achieve your business objectives with reliability, speed, agility, resilience, cost efficiencies and sustainability. Our expert supply chain teams can handle your logistics process, allowing you more time to concentrate on your core business.

05

We believe a critical element for successful large project delivery has so far been neglected: specifically the “soft” issues of project delivery such as leadership, organizational culture, mind-sets, attitudes, and behaviors of project owners, leaders, and teams. In our report, we refer to this blend of soft organizational topics as “the art of project leadership,” as opposed to standards, systems, processes, and technical subject-matter expertise, which we refer to collectively as project management “science.” A better understanding of how to get this art right will materially improve delivery of large capital projects—this is especially true in the context of the largest and most complex capital projects.