Project Controls.
APSI's project controls practice integrates cost, schedule, risk, and document control into one source of truth. Owners know exactly where the project stands today and what's coming next month, not after the pay app lands.
On the owner's side of the table.
APSI was founded in 1990 as a project controls firm. That history matters because our senior leaders grew up as schedulers, cost engineers, and estimators before they became project managers. Controls is not a department we added. It is the reason we exist.
That background is why owners running major programs at Harbor-UCLA, the Port of Long Beach, LAWA, and the VA keep bringing us back. Some of those relationships go back to 1992.
Most project controls practices produce reports. Ours produce forecasts. There is a difference. We build integrated cost and schedule baselines, run earned value, analyze schedule risk with Monte Carlo simulation, and maintain a forward-looking trend program that flags a cost overrun before it shows up in the pay application. By then it is too late.
Core Project Controls Capabilities
Resource-loaded P6 schedules tied to a cost breakdown structure that maps to your accounting system. Cost and schedule tell the same story because they come from the same data.
ANSI/EIA-748-compliant EVM for federal programs. SPI, CPI, EAC, and variance analysis on a monthly cadence the contracting officer can rely on and the IG can audit.
Quantitative SRA using Monte Carlo simulation in Acumen or Primavera Risk. We deliver P50 and P80 completion forecasts because single-point schedule dates are fiction on complex programs.
Bottoms-up estimates, parametric checks, and ETC/EAC forecasting tied to actual project burn. Contingency drawdown is managed, not hoped against.
Submittal, RFI, change order, pay application, and correspondence control on Procore, e-Builder, or Unifier. Governed by a written SOP so the audit trail exists whether or not the original team is still on the job.
Executive monthly reports, board dashboards, and federal program manager status reports all driven from one validated data set. One version of the truth, formatted for whoever needs to read it.
A repeatable, audit-ready playbook.
Establish the cost CBS, P6 schedule, document control system, and reporting templates. The baseline is locked before construction NTP. Changes after that go through a formal change control process.
Weekly schedule updates, monthly cost actuals reconciliation, change order intake, and trend logging. Every period closes the same way.
Monthly variance analysis, schedule risk assessment, and an updated ETC/EAC with recommended corrective actions. Not a summary of what happened. A view of what is coming.
Change board, contingency review, baseline change control, and executive reporting on a fixed cadence. The governance structure is set up at the start and held to throughout the program.
Where we've done this work.
Inherited a fragmented eBuilder environment, rebuilt the PMIS from the ground up, and now track 36 concurrent projects through one validated system. The program is tracking six months ahead of schedule.
Reduced delayed projects by 25% in four months through tightened scheduling discipline, controls cadence, and contractor accountability.
Project controls support for LAWA since 2005, including the Tom Bradley International Terminal renovation.
Project controls support to POLA across master scheduling, estimating, and claims work. Continuous relationship since 1992. One of APSI's longest-standing engagements.
Controls leadership through complex retrofit of an occupied state HQ.
Project controls on federally funded energy modernization programs.
Hire the team owners trust to fix it.
- · GSA OASIS SB Pool 1
- · GSA Schedule
- · Direct contract / agency MSAs
- Controls staff who talk to the field. Our schedulers walk the job. Our cost engineers sit in the OAC. The reports reflect what is actually happening, not what the contractor reported.
- We were a controls firm before we were anything else. The senior leaders on your program started as schedulers and cost engineers and still think that way.
- Federal-grade EVM and SRA delivered to public agency, healthcare, and private clients alike. The standard does not change based on who is paying.
- Tool-agnostic. We work in P6, Acumen Fuse, Procore, e-Builder, and Unifier. We bring the methodology, not a software preference.
Worried your project controls are telling you what you want to hear?
Send us your schedule and cost report. We will give you an honest read on where the exposure is and what a real controls program would look like on your project.