Estimate the value of avoiding delay days on a large EPC programme using AI-driven risk prediction.
Quick Answer
This calculator estimates the value of avoiding schedule delay on an EPC programme, using your own project value, cost per delay day and an assumed reduction. The default reduction is a planning assumption, not an observed benchmark; the real effect depends on data quality in scheduling and progress reporting, and on whether earlier warnings actually change decisions.
Inputs
Results
Illustrative estimate only — not a quote, forecast, guarantee or verified customer outcome. Replace every default and assumption with your own approved baseline before making an investment decision.
Book a Strategy CallFor a decision-grade business case, replace the assumptions with approved operating and cost data.
Assumptions
Direct answers
From data you already produce: progress reporting against baseline, procurement and long-lead item status, RFI and change-order volume, subcontractor productivity trends, and document turnaround. The value is in relating them early, not in a new data source.
It changes what is realistic. If progress reporting is optimistic or updated irregularly, prediction quality follows. In that situation the first useful outcome is often exposing where reported progress and physical progress diverge — valuable, but a different deliverable from delay-day forecasting.
An earlier warning only has value if someone can still change the outcome. Before deployment, name who receives the signal, what decision they are authorised to make, and the point beyond which the delay is already locked in by procurement or sequencing.
It should include everything that accrues per day of overrun: extended preliminaries, standing plant and labour, financing cost, and contractual LDs where they apply. Using LDs alone typically understates exposure substantially.
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