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Who We Are

About Us> Who we are

Seventy percent (70%) of capital projects in sub-Saharan Africa are over budget and 85% behind schedule.

Today, Ekton ensures that your project does not grow these numbers. However, from our noble beginnings in California’s San Francisco Bay area, it has not always been that easy.

Our origins…

In 2005, our future founder was still working as a structural engineer in San José, California. During that period, and to meet the ends of months, he had a one full time job as a structural design engineer for parking structures, and two part-time jobs as structural design engineer for residential buildings. These required at least 80-90 hours of work per week!

Working with contractors in his construction administration assignments [note that construction administration is different from construction management], he was noticing how easily the contractors he was dealing with were leaving “stupidly” money on the table. They systematically had a hard time understanding the scope of work —sure they did not have the mental sharpness and intelligence of structural design engineers— but they did not have the sophistication needed to adopt quickly the new trends in BIM and virtual construction, and combining the whole with project scheduling. He then recorded that the same happened with him early in his career, when he was working on a major oil and gas pipeline project as contractor.

Here came the idea of creating Ekton’s parent company, to deal with these shortages. At that time, a former classmate of the founder, who was working in the oil and gas industry decided to visit him for a few days, while preparing for his PMI PMP certification. After sharing industries’ insights, it became clear that the issues with scope management and project scheduling where the same everywhere. And most delays in projects were in fact resulting from lack of maturity in project management, regardless of whether those projects were managed by veterans with 20 years+ of experience.

Fast forward…

Today, Ekton-Project Controls makes sure that its clients do not become part of those statistics mentioned in the introduction. We help Executives and Project Managers overcome the risk of failure in their projects, and deliver amazing project results thanks to the use of 5D scheduling and integrated project cost and schedule risk analysis. And sometimes, we recover projects that are headed for disaster.

Ekton is an Angolan-owned project controls services provider, established in Angola and in Denver, USA, to provide premium and scaled-to-fit project controls services to project owners and contractors in Africa. Ekton also advises Public Administrations in their management of infrastructures projects, such as bridges and roads.

Specialized in project planning, Primavera P6 scheduling, and project risk analysis, Ekton was established in 2012 by a group of professionals with experience in Engineering, heavy construction and offshore industry in USA and Africa. This experience allows the Company to undertake project management assignments in any type of offshore project or public infrastructure projects in sub-Saharan Africa.

We create the mechanisms and build the leadership culture that ensure those projects deliver their intended outcomes; which always include time and budget, but also other project objectives/constraints such as quality, scope, resources, risks, and reputation.

As an Ekton client, here is how you maximize your profits on your future project without alienating your customers or any other project stakeholder, while being stress-free and yet running a very complicated multi-billion-dollar project.

Here is our four-step approach:

(1) We create the highest level of confidence that the dates and costs output from your schedule are realistic, based on logic links and other inputs.

(2) We define a risk-adjusted schedule that allows calculating the contingency reserves needed. The contingency reserve is the difference between the risk-adjusted schedule and the non-adjusted schedule. And besides, there is no other way to calculate the contingency reserve if not by performing risk analysis.

(3) We chase down the drivers, i.e. those risk events which are driving the schedule and cost.

(4) We explore the responses - or actions - against the drivers found to ensure that the confidence level in reaching the goals be above the specified threshold.

Overall, our risk management and project controls approach lead to 10% average reduction in project costs, 20% average schedule acceleration, and 91% forecasting accuracy.

Who we are