May 18, 2026
Schedule Management for CAPEX Projects in Foundry
Vinicius Sales Cardoso; Paula Regina Fortes
Summary prepared by the ResumeAI tool, an artificial intelligence solution developed by Instituto Pecege focused on synthesis and writing.
In an industrial scenario characterized by high competitiveness and the incessant pursuit of operational efficiency, the planning and management of capital investment projects, commonly known as CAPEX, assume a fundamental strategic role for the sustainability of organizations. In the foundry sector, this relevance is accentuated by the intrinsic complexity of the processes, which involve high energy demand, intensive use of heavy machinery, and rigorous production flows. The allocation of resources and strict control of deadlines therefore become pillars for ensuring economic viability and return on investment. In this context, the development of detailed and realistic schedules emerges as an indispensable tool for the efficient conduct of these ventures, allowing management to anticipate bottlenecks and optimize the application of available capital.
CAPEX projects involve significant contributions to physical assets, such as the acquisition of new production technologies, structural reforms, and expansion of factory infrastructure. In foundry industries, such investments are vital for the modernization of the industrial park, compliance with increasingly stringent regulatory and environmental requirements, and the expansion of production capacity to support market demands. As Silva and Almeida (2020) point out, capital investments are decisive for the survival of foundries in globalized markets, as they enable productivity gains, waste reduction, and adaptation to new technological standards. The correct implementation of these projects is directly linked to the reduction of operational costs and the strengthening of the company’s competitive position in the long term (Bertolini et al., 2015).
The specialized literature reinforces that project management tools and methodologies, especially scheduling, are essential for increasing predictability and mitigating risks. The schedule acts as one of the central knowledge areas and directly contributes to monitoring progress and meeting established goals (PMI, 2021). The adequate structuring of a schedule allows for aligning the expectations of the various stakeholders, optimizing the use of human and material resources, and facilitating informed decision-making throughout the entire project lifecycle (Kerzner, 2017). Despite the consolidation of these theoretical models, many companies in traditional sectors still face difficulties in practical application, often due to cultural resistance, technical limitations, or the absence of standardized processes.
Studies specifically focused on the foundry sector indicate that the lack of structured planning in investment projects often results in resource waste, significant delays in commissioning, and unplanned production interruptions. The introduction of good scheduling practices and the use of digital management tools are decisive factors for improving project performance in medium-sized companies (Silva and Almeida, 2020). The adoption of well-defined schedules allows for a significant reduction in machine downtime costs and more rigorous control over the critical stages of assembly and installation of new equipment. On the other hand, planning failures are among the primary causes of budget overruns in complex industrial environments. Merrow (2011) highlights that a large part of failures in capital projects stems from imprecise scope definitions and the lack of adequate control tools. Thus, there is a pressing need to adapt consolidated project management practices to the specific operational reality of the foundry segment, aiming to offer practical and standardizable solutions that promote efficiency and predictability.
The analysis was conducted from the perspective of a case study in a foundry company located in Cruzeiro, in the state of São Paulo, specializing in the manufacture of large-scale steel components for the railway and industrial sectors. The adopted methodological approach is applied in nature, with an exploratory-descriptive character and a qualitative focus, aiming at proposing a structured schedule model for CAPEX projects (Gil, 2017). Data collection was based on multiple sources of evidence, including internal documentary records, minutes of follow-up meetings, preliminary schedules, and technical communications among stakeholders. This procedure allowed for information triangulation, providing robustness to the analysis and ensuring that the developed model was in line with the organization’s current routines and real challenges (Yin, 2015).
The methodological conduct was rigorously guided by the PMBOK Guide’s directives, covering the main knowledge areas of project management (PMI, 2021). In the integration area, the process involved consolidating information into official documents, such as the capital investment form, which centralizes scope, costs, and risks. The scope was defined by clearly specifying deliverables and strategic objectives, establishing precise acceptance criteria. Regarding time, the development and control of the schedule were treated as the core of the work, using digital tools to identify dependencies and the critical path. Costs were estimated considering direct and indirect expenses, providing subsidies for calculating the return on investment. Quality was ensured by defining performance criteria aligned with technical and regulatory requirements. Resource management included analyzing the availability and allocation of teams and equipment. Communications were structured through formal mechanisms, such as periodic meetings and minutes, ensuring continuous alignment. Risks were identified from the planning stage, focusing on procurement delays and technical failures. The procurement area covered the process of contracting goods and services, while stakeholder management involved mapping and engaging all interested parties.
ProjectLibre was the central tool used for structuring and monitoring the schedule, chosen for being an open-source platform with robust functionalities for defining dependencies, visualizing the critical path, and tracking deadlines (Kerzner, 2017). Complementarily, electronic spreadsheets were used for preliminary data consolidation, and the Business Model Canvas was employed as a tool for strategic alignment and deliverable definition (Osterwalder and Pigneur, 2010). The operational procedure was divided into three blocks: initial planning, collaborative validation, and structuring of monitoring. In the initial planning, technical information was collected and costs were estimated. In validation, alignment among stakeholders was promoted. Finally, in structuring the monitoring, communication instruments and risk monitoring processes were defined.
The project development followed a structured flow of 13 main stages. Initially, the sponsor defined the strategic need for the investment, aligning it with organizational interests and approving the formal project initiation. Subsequently, the project manager conducted a survey of technical, operational, and financial data, referring to historical data from similar projects to support decisions. Cost estimation included materials, equipment, labor, and contingencies. With this data, a preliminary schedule was developed in Microsoft Excel, a tool chosen for its flexibility in allowing quick adjustments during the alternative definition phase. The initial schedule included important milestones, such as the approval of the investment form in April 2024, with a duration of seven days, and the procurement process and order issuance in May 2024, with an estimated duration of 48 days.
The critical path identification was performed by migrating the data to ProjectLibre, allowing visualization of activities that would directly impact the final deadline (PMI, 2021). It was verified that the fabrication of the line structure and the preliminary installations in the physical area, both with an estimated duration of 120 days and completion in August 2024, constituted the elements of greatest temporal risk. To ensure alignment among the Engineering, Procurement, Production, and Management areas, the Canvas panel was used, which facilitated the visualization of value blocks, necessary resources, and responsibilities. After this validation, the information was transcribed into the capital investment form, an essential document for corporate governance and feasibility analysis by higher hierarchical levels, including the Controller’s Office and the Financial Directorate.
Only after formal approval and budget release did the implementation phase begin with the kick-off meeting, which aligned all participants regarding scope and goals. The definitive schedule in ProjectLibre allowed for the integration of information from different areas into a single database, facilitating dynamic adjustments due to operational unforeseen events. The use of the Gantt Chart was fundamental to highlight activities that could not suffer delays and to serve as a visual communication tool among stakeholders (Kerzner, 2017). During execution, weekly follow-up meetings were established to review progress, monitor deadline compliance, and anticipate risks. Whenever deviations were identified, corrective action plans were defined and recorded in minutes, ensuring traceability and transparency.
The results showed that the total investment of 1,637,576 reais was managed in a way that maintained control over the main deliverables. The updated schedule in the final phase revealed that, although there were specific changes in the dates of certain activities, the overall deadline was preserved with a delay of only one week compared to the originally planned. This minimal variation is considered acceptable given the complexity of a project involving the installation of a new finishing line and adjustments to existing industrial facilities. Flexibility in management and the capacity for replanning, supported by periodic meetings and the systematic use of control tools, were decisive for the main milestones, such as the start-up of the machines and the installation of the final finishes, to occur within a safe time window.
The data discussion highlights that conducting a preliminary objective alignment step was a decisive factor for the initiative’s success. The construction of the preliminary plan allowed for the early identification that the central equipment of the finishing line was the project’s technical bottleneck. This finding reinforces the importance of critical bottleneck analysis in the initial phases, as small variations at these points can compromise overall performance (Merrow, 2011). The adoption of ProjectLibre favored multidisciplinary alignment, increasing clarity about dependencies and interrelationships between tasks. However, it was observed that the tool’s effectiveness is intrinsically linked to the degree of organizational maturity in project management. The reliance on individual initiatives for process maintenance suggests the need for greater institutionalization of collaborative practices.
The implementation of weekly meetings proved vital for control, showing that adjustments during execution are inherent to the dynamics of complex ventures. The effectiveness of these adjustments depended on the timeliness of actions and the willingness of those involved to negotiate priorities. Systematic monitoring allowed for the validation of execution as planned and consolidated learning for future projects. The integration of management tools, continuous review, and constant communication contributed significantly to overall efficiency, corroborating the best practices recommended by the literature (Kerzner, 2017; PMI, 2021). However, areas such as integrated risk management and quality assurance still have room for improvement, not having received the same density of control as the time area.
It is concluded that the objective was achieved through the development and application of a structured schedule that provided greater predictability and control to the capital investment project in the foundry company. The use of tools such as ProjectLibre and the Business Model Canvas, combined with a rigorous approval and monitoring flow, allowed the venture to be delivered with minimal temporal deviation, ensuring adherence to the organization’s financial and strategic planning. The early identification of the critical path and the maintenance of formal communication channels between multidisciplinary teams have proven to be essential practices for mitigating operational risks. The study showed that, although the adopted techniques have ensured satisfactory performance, the evolution of organizational maturity in project management remains a continuous challenge to consolidate even more comprehensive and sustainable approaches in future initiatives of high technical complexity.
Bibliographic References:
Bertolini, M.; Giovanna, P.; Riggio, M. 2015. Investment decision making: A model for asset replacement. Journal of Facilities Management 13(3): 262-282.
Gil, A.C. 2017. Métodos e Técnicas de Pesquisa Social. 7. ed. Atlas, São Paulo, SP, Brasil
Kerzner, H. 2017. Project Management: A Systems Approach to Planning, Scheduling, and Controlling. 12. ed. John Wiley & Sons, Hoboken, NJ, EUA.
Merrow, E.W. 2011. Industrial Megaprojects: Concepts, Strategies, and Practices for Success. John Wiley & Sons, Hoboken, NJ, EUA.
Osterwalder, A.; Pigneur, Y. 2010. Business Model Generation: Inovação em Modelos de Negócios. Alta Books, Rio de Janeiro, RJ, Brasil.
PROJECT MANAGEMENT INSTITUTE (PMI). Um guia do conhecimento em gerenciamento de projetos (Guia PMBOK®). 7. ed. Newtown Square: Project Management Institute, 2021.
Silva, R.P.; Almeida, M.F.A. 2020. Aplicação de ferramentas de gestão de projetos em investimentos industriais: estudo de caso em uma fundição brasileira de médio porte. Revista Gestão Industrial 16(2): 45-60.
Yin, R.K. 2015. Estudo de Caso: Planejamento e Métodos. 5ed. Bookman, Porto Alegre, RS, Brasil.
Executive summary from the Final Course Work of the Specialization in Project Management of the MBA USP/Esalq
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