Capital project intelligence

Know if your project will deliver.

Two scores — before & during the project. An early-warning and confidence-building system for owners, investors, lenders, and project teams.

Score My Project → See how it works
Two leading indicators · one outcome
72 PMI · BEFORE STARTING 58 PHI · DURING EXECUTION
Project Maturity Indicator (PMI)Before starting
Project Health Indicator (PHI)During implementation
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Why projects fail

Projects go bad for two reasons. Both are controllable.

01

The project never matured before commit.

Owners decide to carry on without letting the project mature — driven by optimism bias, speed pressure, or skill mismatch. The development reads as "good enough." The numbers say otherwise. PMI catches this.

02

Governance, skill, workflow, and culture were not in congruence.

The organisation built to run the plant cannot deliver the project. The four pillars do not line up. Execution drifts cycle by cycle, and nobody calls it. PHI catches this.

"Learning increases with time — but the ability to economically respond to that learning decreases with time."

That is the central idea behind the MacLeamy Curve.

Your power to change it Cost to change it COMMIT · FID OUTCOME DECIDED HERE CONCEPT BUILD DONE
Most of the outcome is locked in before the first brick is laid.

Thereafter, roughly 9 out of 10 projects run over budget or over schedule — for controllable reasons. The cause is not only poor implementation — it is often poor development.

PMI pulse data

9 out of 10 projects overrun. The cause sits in two buckets.

Project-failure research names the same causes across thousands of jobs. The dark bars are maturity gaps that exist before commitment — PMI catches these. The light bars are execution drift that forms while the project is being delivered — PHI catches these.

Change in organization priorities 41% Inaccurate requirements gathering 39% Change in project objectives 36% Inadequate vision or goal 30% Poor communication 30% Inaccurate cost estimates 28% Poor change management 28% Poorly defined opportunities and risks 27% Inadequate sponsor support 27% Inaccurate time estimate 26% Resource dependency 23% Inadequate resource forecasting 23% Limited or taxed resources 22% Inexperienced project manager 20% Task dependency 11% Team member procrastination 11% Other 11%

If Project Development is poor, Project Implementation cannot cover. But even if Project Development is good, Project Implementation can still disturb the outcome.

16 named causes. Every one is either a development gap (PMI) or an implementation drift (PHI).

TG PMI

The maturity check, before the cheque.

PMI measures the maturity of Strategy, Technology, Project Estimate, and Finance — to tell you, before commit, whether the project is ready to start.

TG PHI

The health check, every cycle.

PHI builds the context and measures the congruence between Governance, Skills, Workflow, and Culture — to predict whether the project is actually healthy.

Without these two indicators, by the time the numbers tell you the project went bad, it is already too late — the conditions had been incubating for months.

The two scores

Two numbers. One question each.

PMI · at each stage gate COMMIT PHI · continuous, while you build
PMI · checked at every significant event

Should I commit my money today?

A maturity score that tells you the residual risk you still carry. It is checked at every significant event in the project’s development cycle:

  • Raw-material contracting closed
  • Finished-goods market research completed
  • Technology locked
  • Project estimate completed
  • Finance arranged
  • Any other gate that meaningfully reduces uncertainty
PHI · continuous · the third eye

Is it really healthy — or only looks healthy?

A health score that names what is weak and who must fix it. PHI runs as a third eye on the project. It builds context from the foundational documents, and then continuously reads:

  • Monthly, weekly, and daily reports
  • Minutes of meetings with engineering, contractors, vendors
  • Comments, updates, and communications across the team

From all of this, PHI forms a view on whether the underlying systems and motivations are aligning with the project’s objectives — or quietly drifting away from them.

The most important idea

Together, they predict the outcome — early enough to change it.

Two tools, used in sequence. Not just signals — direction.

PMI

PMI does not only measure the residual uncertainty — it also points to the sources of it. That gives the user a choice: accept the risk, or mitigate it.

PHI

PHI does not only track present progress — it also reads the softer signals of team alignment and motivation. That is how it surfaces the hidden, incubating incongruences that quietly move outcomes. The user gets a chance to act before they harden.

With both, the user narrows the variability of the project's outcome — instead of waiting to discover it.

ON COST · ON SCHEDULE + 30% OVERRUN DELAY 2× PLAN PMI PHI Without PMI + PHI — outcome can land anywhere With PMI + PHI — the cone tightens to the target START EXECUTION DELIVERY
What it's based on

Not an opinion. A system built on proven research.

PMI is built on

UT AustinFront-end planning research
CIIConstruction Industry Institute — field-proven implementation
$10M–$1B+Proven across project sizes

PHI is built on

PMBOKThe global project-management standard
Nadler–TushmanThe Congruence Model — proven organisational science
25 yearsOn real capital projects — L&T, Deepak Phenolics, Thirumalai Chemicals
Education, Industry & Method
Education Cornell University MBA, SC Johnson College of Business
Education MIT EDP · Martin Trust Center
Education IIM Ahmedabad Management Executive Programme
Industry Larsen & Toubro EPC contractor experience
Method UT Austin CII Research Base · PDRI
Method Construction Industry Institute 25+ years of research base
Harshit Kapoor
Harshit Kapoor
MBA from Cornell · EDP from MIT · MEP from IIM Ahmedabad. 25 years on industrial projects across India and USA — as Owner, Consultant, and Contractor. Developed & delivered on-budget, on-schedule projects.
Owner · Consultant · Contractor

Protect your capital. Before, and during.

Run your project through PMI and PHI in a working session — then keep scoring it as you build.

Talk to Harshit →