The standard
CAP·COREThe Capital Project Management System is a document family, not a binder. Each standard below has one purpose, one owner, one place in the lifecycle, and a set of requirements classed as interlock, core, or stretch. Every project the platform deploys carries the family as its document library, with each standard one click away on the step that needs it. The titles and purpose lines here are the register’s own.
Built clean-room on public frameworks (AACE recommended practices, CII front-end planning practice cited, PMI, DCMA and GAO schedule practice, and the applicable API, ASME, IEC, and ISO standards), reviewed by an external panel, and tailored to a site under the Standard or Adoption engagement. The documents themselves are licensed, not downloaded.
This page is the structure: every document, what it is for, who owns it, and where it applies. The documents themselves are read in a walkthrough under NDA, because they are the product rather than the marketing. Book the walkthrough.
Who decides, at which gate, on what evidence, and how the portfolio is planned, funded, measured, and challenged.
The tailoring layer: Assessment and Deployed modes, the Interlock / Core / Stretch requirement classes, the conformance scale, the tailoring register and the recorded PM variance route.
The governing rules for how every capital project is classified, gated, funded, assured and closed; the top of the pyramid.
The rolling multi-year portfolio: every project by stage, class, funding source and year-phased cash flow, integrated with the turnaround long-range plan.
The foundation document for one project: problem, objectives, alternatives screened, funding basis, sponsor and success criteria, and the benefits realization plan Part B measures against.
Who decides at each gate, with what quorum, inputs and recorded outcome; the charters for the portfolio governance body and the project steering committee; the management decision separated from the assurance input.
Roles by tier, the single Responsible and Accountable per activity, and the escalation chain; references the work-process workbook roles sheet.
Governs the tiered work process (Major / Standard / Small / RIK), the complexity calculator, T0 and gate calendaring, and weekly statusing.
Definitions and formulas for every portfolio and project metric, with the data source, cadence, owner and known distortions of each, so numbers mean the same thing across projects and years.
How estimates and schedules are validated against history and external benchmarks at each gate.
Project risk and opportunity register practice, the risk matrix and acceptance authorities, contingency basis by estimate class, hazard-study action tracking, and portfolio-level risk ranking before and after each project.
Funding source classification, authorization ladder, and the conditions register and reporting for grant-funded projects.
The definition work that earns each gate: alternatives, basis of design, the scope package, the estimate and its basis, contracting, safety in design, permits, and the replacement-in-kind screen.
How credible alternatives, including do-nothing and repair versus replace, are generated, screened and documented before concept lock.
The design basis document: capacity, service conditions, codes, constraints, and the assumptions every discipline designs to.
The definition-completeness element set by tier: what a scope package must contain at G2 and G3, scored for the readiness review. Public-framework anchored (CII front-end planning practice cited, not embedded).
The AACE-class estimate ladder by gate and tier, the definition maturity each class requires, the required Basis of Estimate content, the estimate structure, and risk-based contingency determination.
Delivery model, contracting strategy, packaging, the scope-of-work and contract requisition content standards, and the bid cycle, set before sanction.
The hazard study ladder from concept to post-startup: method, timing and record standard for each rung, the construction and demolition hazard study, action closure to evidence, and the process safety information handed to operations.
Permits, approvals and regulatory notifications with lead times and owners, planned early enough not to gate construction.
The like-for-like test (form, fit, function, materials), the MOC screening between phases, and the single combined gate that keeps RIK projects fit for purpose.
Everything that has to be real before the field is mobilized: the execution plan, the schedule, cost control, procurement, packaging, constructability, HSE, quality, the turnaround window, the assurance reviews, communications, and tie-ins.
The integrated plan for how the project will be engineered, procured, constructed, commissioned and handed over.
Schedule requirements by tier and gate; defers quality scoring to the CAP schedule standards (best practices + quality standard); names the Basis of Schedule as a required instance.
Control budget, forecasting, trend and change management, contingency drawdown and reporting after sanction.
Long-lead identification and the pre-sanction commitment route, purchasing, vendor data, expediting and source inspection, logistics, receipt and positive material identification, site materials control, and surplus and spares handover.
How construction work packages are built, released and progressed; the construction-project counterpart of the STO·CORE work package standard.
Constructability reviews at concept and pre-construction for Major and Standard tiers.
The project HSE plan, simultaneous-operations rules and the work-permit strategy for construction inside a running plant.
Quality plan, inspection and test plans, hold points and records required for mechanical completion, including the QA criticality evaluation, the design review and technical query procedures, vendor quality and the nonconformance process.
How STO-coupled projects choose and lock a window, pin T0, integrate scope, permits and shared resources, and report through both plans; the project-side twin of STO·CORE SC-04.
The independent assurance reviews ahead of G1, G2, G3 and at closeout: scope, instruments (interviews, polls, readiness score), timing by tier, and how each feeds the gate decision.
Stakeholder map, reporting cadence and escalation paths for the project.
Registering and managing tie-ins, interfaces with operating units and other projects, and the outage each tie-in needs.
Mobilization, progress and earned value, field change, inspection records, and the mechanical completion that ends construction.
Laydown, access, utilities, security and contractor mobilization requirements.
Progress measurement rules by tier, the earned-value calculation where warranted, and the daily, weekly and monthly report content standards.
How field changes are raised, classified, approved and costed without eroding the sanction basis.
Inspection records, NCRs and the quality dossier that supports mechanical completion.
MC definition, punch categories (A/B/C), and the certificate that ends construction.
Systems completion and turnover, the pre-startup safety review, and commissioning through the performance test.
System-based completion, turnover packages and acceptance by operations.
Pre-startup safety review requirements for project scope, including RIK, before energization or introduction of process fluids.
Commissioning plan, startup sequence, performance test criteria and acceptance.
As-builts, the financial closeout and funding compliance report, the lessons and benchmark record, and the post-investment review.
As-builts, vendor data, and the engineering records handed to operations and maintenance.
Final cost report against sanction, and the compliance report against the grant conditions register for funded projects.
The lessons register held from charter to final action closure, captured against the gates, and the benchmark record (cost, schedule, definition score, outcome) filed to the portfolio history.
The closeout report and the look-back against the business case, fed by AR4; the record that closes the project and informs the next portfolio cycle.
The systems analogs for control-system and business-system projects, where commissioning and cutover carry the weight and civil falls away.
The systems analog of FE-06: information security, data integrity, business continuity and the functional-safety interface, assessed from concept to go-live, for control-system and business-system projects.
The systems analog of PL-09 and PL-12: the cutover window and freeze, the interface register and integrations, rehearsals and rollback, for control-system and business-system projects.
The systems analog of EX-04 and EX-05: release and work packages, environments and migration trials, test execution with one defect register and severity classes, and integration test complete as the freeze, for business-system projects (partly for control systems).
The systems analog of SU-01 to SU-03: the cutover runbook, user acceptance test and dress rehearsal, the go-live readiness review, the go/no-go authorization, cutover, hypercare and the transition to service, for business-system projects and the go/no-go step of control-system projects.
Licensed and tailored to your site under CAP·CORE Standard, stood up with you under Adoption, and run live in CAP·PATH.