Advanced Oil and Gas Project Performance and Earned Value Training Course – Geneva, 14–25 Dec 2026

Oil and Gas Project Performance and Earned Value is a 2-week training course for oil and gas project controllers and economists who track whether sanctioned projects still deliver the value approved at investment decision, and each participant builds a project performance baseline and value tracking report. Cost growth, schedule slippage and shifting prices now erode returns between sanction and start-up. Jupiter Prime Training delivers Oil and Gas Project Performance and Earned Value.

Why Oil and Gas Project Performance and Earned Value Matters Now

Three groups watch capital projects more closely than before. Boards and partners want early warning when a development drifts from its sanctioned economics rather than a surprise at completion. Contractors and suppliers pass on inflation and delays through change orders and claims. Investors judge companies on capital efficiency and how well they learn from past projects. An organisation that links cost control to economic value catches erosion early and protects returns; one that does not reports overruns too late to act. The course draws on earned value management (EVM), discounted cash flow appraisal, the Society of Petroleum Engineers Petroleum Resources Management System (SPE PRMS) and peer benchmarking.

Who Gains Most from Oil and Gas Project Performance and Earned Value

• Project controllers who own cost, schedule and change control baselines
• Economists who refresh project NPV as estimates and prices change
• Planners who build integrated schedules and progress measurement rules
• Portfolio analysts who rank projects and report capital efficiency to leadership
• Assurance leads who run gate reviews and post-investment lookbacks

Capital projects and planning departments gain most when controllers and economists attend together and agree how cost performance feeds the value forecast.

Oil and Gas Project Performance and Earned Value Capabilities

Participants move from reporting spend against budget to showing leadership how each variance changes the value a project will return.

• Build a performance measurement baseline linking scope, cost and schedule — project sanction and control
• Calculate earned value indices and estimates at completion — monthly project reviews
• Apply value-of-variance analysis to update project NPV — partners and capital committees
• Design a KPI set for oil and gas projects from engineering to start-up — project directors
• Weigh portfolio ranking methods under capital limits — investment planning
• Assess completed projects through benchmarking and lookbacks — future estimate quality

Key Oil and Gas Project Performance and Earned Value Terms

• Earned value — the budgeted cost of the work actually completed, used to compare progress against plan and spend.
• Cost performance index — earned value divided by actual cost, showing how much work each unit of spend buys.
• Schedule performance index — earned value divided by planned value, showing whether work is ahead of or behind plan.
• Estimate at completion — the forecast total cost of a project based on performance to date and remaining work.
• Performance measurement baseline — the approved, time-phased budget against which project progress and cost are measured.
• Post-investment review — a structured lookback comparing a completed project's outcomes with its sanction case.

Oil and Gas Project Performance and Earned Value Day by Day

Day 1: Why Oil and Gas Projects Lose Value

• Value Erosion Patterns From Sanction to Start-Up — Early Warning Focus
• Stage-Gate Project Life Cycle — Control Points and Decisions
• Owner, Contractor and Partner Roles in Control — Reporting Lines
• Upstream and Downstream Project Archetypes — Typical Risk Profiles
• Project Controls Maturity Assessment — Improvement Priorities

Day 2: Capital Budgeting and Sanction Economics

• Sanction Case Economics With NPV and IRR — Approval Thresholds
• Production Forecasts Tied to SPE PRMS — Revenue Assumptions
• Capital Rationing and Profitability Index — Budget Allocation
• Sensitivity of Value to Cost and Delay — Control Priorities
• Sanction Documents as Control References — Baseline Origins

Day 3: Building the Performance Measurement Baseline

• Work Breakdown Structure for Oil and Gas Facilities — Control Accounts
• Cost Breakdown and Coding Structures — Reporting Consistency
• Integrated Schedule Development — Critical Path Visibility
• Progress Measurement Rules by Discipline — Earned Value Credibility
• Baseline Approval and Freeze Procedures — Change Discipline

Day 4: Earned Value Management in Practice

• Planned, Earned and Actual Cost Calculations — Variance Reporting
• Cost and Schedule Performance Indices — Trend Interpretation
• Estimate at Completion Methods — Forecast Selection
• To-Complete Performance Index — Recovery Feasibility
• Earned Schedule Techniques — Completion Date Forecasts

Day 5: Cost Control and Change Management

• Change Order Evaluation and Approval — Scope Creep Prevention
• Contingency and Management Reserve Drawdown — Budget Governance
• Commitment and Accrual Tracking — Cash Forecast Accuracy
• Contractor Claims and Variation Analysis — Commercial Exposure
• Trend Programmes for Emerging Cost Pressures — Early Action

Day 6: Linking Performance to Project Value

• Value-of-Variance Analysis — NPV Impact of Overruns
• Delay Cost Calculation From Deferred Production — Schedule Priorities
• Monthly Economic Refresh of Live Projects — Partner Reporting
• Recovery Option Appraisal — Acceleration Versus Descoping
• Value Dashboards for Leadership — Decision Focus

Day 7: KPIs and Performance Reporting

• Leading and Lagging Project KPIs — Balanced Indicator Sets
• Engineering, Procurement and Construction Progress Curves — Phase Health
• Safety and Quality Indicators in Project Reports — Holistic Performance
• Monthly Project Report Structure — Executive Readability
• Data Quality Checks for Project Controls — Reporting Trust

Day 8: Portfolio Ranking and Capital Efficiency

• Portfolio Ranking Methods Under Capital Limits — Project Selection
• Efficient Frontier Analysis of Project Sets — Risk and Return Balance
• Capital Efficiency Metrics per Barrel — Peer Comparison
• Reprioritisation When Projects Underperform — Capital Reallocation
• Portfolio Reporting to Boards and Partners — Transparency

Day 9: Benchmarking and Post-Investment Reviews

• External Project Benchmarking Approaches — Competitive Position
• Internal Lookback Database Design — Estimating Feedback
• Post-Investment Review Method — Sanction Versus Outcome Gaps
• Root Cause Analysis of Overruns — Systemic Fixes
• Lessons Learned Integration Into Gate Reviews — Future Projects

Day 10: Practising the Project Performance Baseline and Value Tracking Report

• Baseline Structure From Day 3 — Control Account Plan
• Earned Value Results From Day 4 — Forecast at Completion
• Value-of-Variance Inputs From Day 6 — Updated Project NPV
• KPI Selection From Day 7 — Reporting Pack
• Completing the Project Performance Baseline and Value Tracking Report — Leadership Review

Applying Oil and Gas Project Performance and Earned Value After the Course

• Calculate cost and schedule performance indices for one live project and add a value-of-variance line to the next monthly report.
• Run a post-investment review of a recently completed project and feed three estimating lessons into the next gate review.

Oil and Gas Project Performance and Earned Value Questions (FAQ)

What is Oil and Gas Project Performance and Earned Value and why does it matter now?

It is the tracking of cost, schedule and value on oil and gas capital projects using earned value and economic refreshes. It matters now because overruns and delays erode returns between sanction and start-up.

Which roles gain most from Oil and Gas Project Performance and Earned Value?

Project controllers and economists gain most, along with planners, portfolio analysts and assurance leads who run gate reviews and post-investment lookbacks.

How does Oil and Gas Project Performance and Earned Value differ from a general project management course?

It ties project controls to petroleum economics. Rather than generic planning methods, you link earned value, change control and KPIs to project NPV, portfolio ranking and oil and gas benchmarking.

What do you bring back from Oil and Gas Project Performance and Earned Value?

You bring back a performance baseline and value tracking report for one project, ready to use in monthly reviews with leadership and partners.

Oil and Gas Project Performance and Earned Value: The Way Forward

The project performance baseline and value tracking report first inform the next monthly review and any recovery decision. Controllers, economists and project directors use it to discuss variances in value terms. After the first quarter, the progress rules and KPI thresholds deserve another look, because project phases shift the risks that matter most.