RichardBarkleyProject Controls & Capital Advisory
2.0 — WHAT WE DO

6 practices.
49 services.

All practices & services →
2.03 · 7 services

Owner's Advisory & Assurance

Independent senior counsel for owners, boards and investors, from investment decision through recovery and handover.

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2.05 · 5 services

Controls Intelligence

Power BI, executive analytics and forecasting that give capital leaders decision-grade foresight.

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2.06 · 6 services

The Barkley Institute

Practitioner-taught courses and executive education in P6, scheduling, controls and delay analysis.

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Featured practice

Command of the critical path.

1.0 — WHO WE ARE

Independent. Senior. Decisive.

The controls partner owners call when the date cannot move.

Overview
3.0 — MARKETS

Sector fluency. One standard.

We know where each sector hides its schedule risk.

Overview
4.0 — PROJECTS

Representative work. Every client confidential.

60 featured projects across 17 sectors. Every client confidential.

Overview
7.0 — INSIGHTS

Decision-grade thinking.

Field notes, papers and briefings for the people who fund and build.

Overview
9.0 — CAREERS

Do the most consequential work of your career.

For planners, cost engineers and analysts who want their judgment to matter.

Overview
Practice 2.05 · Controls IntelligenceREF 2.05.04

Portfolio Analytics

Analytics across the full capital portfolio: normalized benchmarks, recurring causes of delay, capacity and concentrated risk.

FIG. 01 — Portfolio Analytics
Practice2.05 Controls Intelligence
Service04 of 05
Capabilities6
Deliverables6
Data date
StatusAvailable now
Scope statement

See the patterns no single project can show you.

A project report tells one story. The patterns that matter most only appear across the portfolio: a systematic optimism in early estimates, the same commissioning sequence slipping program after program, partners who reliably outperform, regions where productivity lags. Those patterns are where the largest improvements usually sit.

We build portfolio analytics that surface them. That starts with consistent structures across projects, a common WBS mapping, normalized measures and agreed definitions, and continues with analysis that shows leaders how the portfolio actually performs, where to intervene and how to set more realistic budgets, durations and contingency for what comes next.

SH-02 · Capability schedule

What we bring to Portfolio Analytics

Senior practitioners, proven method and the right technology, specified line by line.

C-01

Portfolio data model

Consistent structures and mappings across every project.

INCLUDED
C-02

Normalized benchmarking

Fair comparison across size, sector and delivery model.

INCLUDED
C-03

Trend analysis

Performance over time and across segments.

INCLUDED
C-04

Capacity view

Workload, funding and resource demand across the capital plan.

INCLUDED
C-05

Risk concentration

Where exposure clusters by partner, region or phase.

INCLUDED
C-06

Lessons, quantified

Recurring issues measured and ranked by impact.

INCLUDED
SH-03 · Approach

A clear path, milestone by milestone.

Every engagement follows a disciplined sequence, so you always know what happens next and why.

PHASE 01PHASE 02PHASE 03PHASE 04
PHASE 01Standardize

We align structures and definitions across projects.

PHASE 02Benchmark

We compare fairly and look for patterns.

PHASE 03Surface

We bring systemic issues and opportunities forward.

PHASE 04Apply

We feed findings into planning and governance.

SH-04 · Transmittal

What you receive

  • RB-20504-D01Portfolio analytics model
  • RB-20504-D02Benchmarking dashboards
  • RB-20504-D03Trend and segment analysis
  • RB-20504-D04Capacity analytics
  • RB-20504-D05Portfolio risk profile
  • RB-20504-D06Improvement opportunities report
Platforms

Technology we work in

Platform-fluent and vendor-independent. We work inside your environment, or recommend the one that fits.

SH-05 · Outcomes

What changes when we arrive.

Not activity. Results your board, your lenders and your teams can feel.

Outcome 01Portfolio-level clarity

Leaders see how the whole capital plan performs.

Outcome 02Root causes addressed

Recurring problems tackled once, not on every project.

Outcome 03More realistic plans

Budgets, durations and contingency set from evidence.

RFI log · questions answered

What leaders ask us first.

Straight answers. If yours isn't logged here, raise it with us directly. A principal will respond.

Can you compare projects of very different sizes?

Yes. We normalize measures by scope, value and duration so comparisons are fair and the conclusions hold.

Our data is inconsistent across projects. Is that a problem?

It is common. We standardize what exists first and improve data quality progressively, reporting confidence alongside each finding.

How does this help capital planning?

Portfolio history provides an evidence base for estimates, durations and contingency, which typically makes the next round of commitments easier to defend.

The next step

Command the date you announced.

Book a 45-minute program review with a senior principal. You will leave with an independent read of where your schedule and cost really stand, and the three moves that matter most.