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Business Process OutsourcingTop 10 Best Project Advisory Services of 2026
Compare project advisory services and how Arcadis, Turner & Townsend, and Cushman & Wakefield fit different project needs and teams.
How we ranked these tools
Vendors set the topic, but our editors set the inclusion criteria and the evaluation framework before research starts.
Agents extract product evidence with provenance, then collect written reviews and transcribe video reviews and podcasts.
Framework: Features 40% · Ease 30% · Value 30%
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Arcadis is the best pick for enterprise teams needing independent assurance that produces evidence-led findings for leadership stage-gate decisions because its advisory flow ties schedule, risk, and delivery governance into one decision-ready package, while Turner & Townsend fits when you want assurance with commercial control tightly aligned to gateway actions.
Editor’s top 3 picks
Three quick recommendations before you dive into the full comparison below — each one leads on a different dimension.
Arcadis
Independent assurance delivery that produces evidence-led findings for leadership gateway decisions across schedule, risk, and delivery governance.
Best for: Fits when enterprises need independent project advisory and decision packs for multi-stakeholder capital programs.
Turner & Townsend
Editor pickIndependent delivery assurance and commercial control work that ties findings directly to stage-gate actions.
Best for: Fits when capital programs need decision-ready governance and assurance across delivery stages.
Cushman & Wakefield
Editor pickExecutive gateway review packs that connect delivery risks and procurement interfaces to go/no-go decisions.
Best for: Fits when enterprise governance needs external project assurance capacity across real-estate programs.
Comparison Table
Arcadis
enterprise_vendorGlobal design and consultancy firm for natural and built assets offering project advisory across infrastructure and environmental sectors.
Independent assurance delivery that produces evidence-led findings for leadership gateway decisions across schedule, risk, and delivery governance.
Arcadis brings structured advisory around project health checks and gateway review readiness, with documentation and evidence packs built for leadership scrutiny. Delivery commonly includes worked examples of integrated master schedule analysis and critical path identification to make schedule performance and constraints actionable. Advisory engagement scope often covers benefits realization management framing, options appraisal support, and procurement strategy input that ties contracting choices to delivery risk.
A key tradeoff is that outcomes depend heavily on data access and client participation, since schedule, cost, and risk evidence must come from the client’s program systems and subject matter owners. Arcadis fits best when leadership needs third-party credibility for project assurance, such as portfolio stage-gate readouts or independent technical assurance before major scope changes.
- +Assurance-style delivery tailored to executive stage-gate evidence needs
- +Works across schedule, risk, and commercial considerations in one advisory flow
- +Provides clear findings with actionable governance recommendations
- +Experienced delivery coverage for infrastructure and energy capital programs
- –Advisory output quality depends on client data completeness and owners’ responsiveness
- –Governance templates can require local process alignment before adoption
- –API and automation options are limited because delivery is consulting-led
- –Deep workstreams may widen effort across teams during stage readouts
Program management office
Gateway readiness for portfolio stage reviews
Cleaner go or pause decisions
Project controls teams
Critical path and schedule risk analysis
More defensible schedule baselines
Show 2 more scenarios
Executive sponsors
Project health checks before scope changes
Lower risk change approvals
Arcadis performs project assurance to test readiness and highlight control gaps.
Procurement and contracting leads
Procurement strategy alignment to delivery risk
Better-aligned contract risk allocation
Arcadis links contracting choices to delivery assurance findings and execution constraints.
Best for: Fits when enterprises need independent project advisory and decision packs for multi-stakeholder capital programs.
Turner & Townsend
specialistGlobal professional services firm specializing in cost management, programme advisory, and project delivery across construction and infrastructure.
Independent delivery assurance and commercial control work that ties findings directly to stage-gate actions.
Turner & Townsend delivers project advisory through cost, commercial, and risk-led consulting tied to governance and delivery assurance needs. It supports major-owner and contractor teams with program and portfolio oversight, control design, and independent review inputs used for stage-gate decisions.
Delivery work often focuses on integrated control cycles, including risk and issues governance, reporting that links to decisions, and assurance that highlights what must change. The strongest fit appears in complex capital programs where audit-style rigor and cross-discipline coordination reduce control gaps across delivery stages.
- +Governance and assurance outputs designed for executive gateway decisions
- +Commercial and cost advisory work aligned with delivery risk controls
- +Program-level control support across multiple delivery stages
- +Clear review cadence that feeds decision checkpoints and corrective actions
- –Best results depend on client governance attendance and timely input
- –Automation depth is advisory-led rather than tool-led for day-to-day throughput
Best for: Fits when capital programs need decision-ready governance and assurance across delivery stages.
Cushman & Wakefield
enterprise_vendorGlobal commercial real estate services firm offering project advisory through its Project and Development Services division.
Executive gateway review packs that connect delivery risks and procurement interfaces to go/no-go decisions.
Cushman & Wakefield is a fit for organizations that need advisory staff to run assurance cycles, not just produce static plans. Deliverables commonly include stage-gated governance support, review packs for executive decision points, and structured tracking of risks, issues, and dependencies across workstreams. The firm’s depth across real estate and project delivery helps when assumptions must translate into practical feasibility, procurement strategy inputs, and execution coordination.
A tradeoff appears in control depth versus tool-driven governance automation, because the service relies on consultant-led reporting workflows rather than a packaged operational control system. Cushman & Wakefield works best when a project management office needs external assurance capacity for gateway review preparation, contract interface clarity, and consistency across multiple sites or work packages.
- +Gateway review and assurance deliverables built for executive decision cycles
- +Strong real-estate and delivery domain knowledge across multi-site programs
- +Clear risk and dependency tracking in consultant-led governance workflows
- +Experienced stakeholder coordination across owners, occupiers, and delivery partners
- –Governance control automation is limited versus software-backed assurance tooling
- –Delivery quality depends on assigning strong internal liaisons and decision owners
Program management office
Prepare gateway reviews for approvals
Faster go/no-go decisions
Real estate portfolio team
Coordinate multi-site delivery oversight
Fewer cross-site surprises
Show 2 more scenarios
Corporate finance leaders
Validate feasibility assumptions and options
More defensible business cases
Cushman & Wakefield supports options appraisal inputs that feed investment decisions and scope tradeoffs.
Sourcing and contract managers
Clarify procurement and contract interfaces
Reduced contract execution friction
The advisory team connects vendor responsibilities to governance expectations at milestone boundaries.
Best for: Fits when enterprise governance needs external project assurance capacity across real-estate programs.
AECOM
enterprise_vendorGlobal infrastructure consulting firm delivering project advisory, programme management, and design services.
Assurance-style reviews that translate findings into governance-ready actions aligned to delivery constraints and stakeholder decision points.
AECOM delivers project advisory work through consulting staffing tied to planning, design, and delivery disciplines across transportation, buildings, water, and energy. Its advisory coverage is strongest when organizations need governance support, delivery controls, and independent-looking reviews that connect program plans to real field constraints.
- +Multi-sector delivery expertise supports practical governance and controls reviews
- +Program-level staffing model supports consistent advice across long advisory windows
- +Structured assurance outputs map findings to governance actions and delivery owners
- +Experience connecting procurement strategy to delivery sequencing and risk allocation
- –Less suited for teams that require a software workflow, API, or audit-log product
- –Advisory outputs depend on access to schedules, contracts, and decision records from client teams
- –Governance artifacts can become heavy when timelines require rapid, lightweight decisions
- –Tooling standardization across projects varies with the delivery business unit
Best for: Fits when a portfolio or program needs independent advisory assurance that links governance decisions to delivery controls.
Arup
enterprise_vendorMultidisciplinary engineering and advisory firm providing project advisory across built environment and infrastructure.
Cross-disciplinary independent technical assurance that turns review outcomes into engineering and delivery decisions.
Arup pairs project advisory with delivery-grade engineering and advisory services, which helps clients convert governance decisions into constructable project approaches. Its core work covers feasibility and options appraisal, independent technical assurance, and program-level controls for complex infrastructure and built-environment programs.
- +Independent technical assurance that maps findings into actionable engineering changes
- +Cross-disciplinary advisory that links technical risk to cost, schedule, and delivery strategy
- +Program governance support that fits stage-gate style reviews and gateway checkpoints
- +Experience delivering feasibility and options appraisal for high-complexity infrastructure
- –Document-heavy assurance work can slow iteration without a clear review cadence
- –Deep advisory engagement needs strong client ownership across data readiness and decisions
Best for: Fits when enterprise PMOs need independent assurance and engineering-informed project controls for complex programs.
Linesight
specialistGlobal cost management and project advisory consultancy serving data centres, life sciences, and technology sectors.
Independent cost and schedule assurance that converts review findings into governance-ready actions for project controls.
Linesight provides project advisory support focused on cost, schedule, and commercial risk, with delivery work that typically embeds into client project teams. The service model emphasizes independent review outputs that feed project controls, governance packs, and stage-gate style decision points.
- +Strong cost and schedule assurance deliverables for project controls workflows
- +Procurement and contract advisory inputs improve commercial risk transparency
- +Clear review outputs support governance packs and gateway decision readiness
- +Embedded delivery model fits PMO routines and ongoing issue resolution
- –Integration into existing reporting cadence can take time for full traction
- –Automation and API extensibility are not the primary strength of delivery
- –Depth depends on access to current progress data and document set quality
- –Scope breadth may require careful governance to avoid duplicated controls
Best for: Fits when program teams need recurring project assurance across cost, schedule, and commercial risk.
Rider Levett Bucknall
specialistGlobal property and construction consultancy offering project advisory, cost management, and advisory services.
Independent project assurance that combines cost and risk reasoning with governance-ready review packs for decision gates.
Rider Levett Bucknall delivers independent project advisory through cost, risk, and project controls expertise for built-environment and infrastructure programs. Teams typically engage RLB for project assurance outputs such as gateway-style reviews, health checks, and technical reviews that support stakeholder governance and decision points.
- +Assurance deliverables are structured for gateway and stage decision meetings.
- +Cost and risk advisory is integrated with project controls and reporting.
- +Program governance support fits complex multi-stakeholder delivery models.
- +Technical review outputs translate into actionable governance recommendations.
- –Works best when internal teams provide timely data and access to project logs.
- –Automation and API surfaces are not part of the advisory service delivery model.
- –Governance artifacts can require alignment work across PMO, P6, and reporting tools.
- –Independent assurance coverage may narrow outside built-environment and infrastructure scopes.
Best for: Fits when independent assurance, cost and risk controls, and governance-ready reporting are required.
Gleeds
specialistIndependent global property and construction consultancy providing project advisory, cost management, and consultancy services.
Project assurance and controls advisory delivered as decision-ready governance artifacts for stage-gate and gateway reviews.
Gleeds differentiates itself through advisory delivery tied to cost, commercial, and project controls work, with assurance and governance support aimed at steering complex delivery. The firm operates across project and program stages, producing decision-ready recommendations for gateway reviews, stage-gate checkpoints, and health checks.
- +Advisory outputs map to governance checkpoints and decision forums for leadership audiences
- +Experienced project controls focus improves traceability from assumptions to cost and schedule impacts
- +Independent assurance approach supports challenge of delivery plans and commercial constraints
- +Produces consistent governance artifacts teams can reuse across programs
- –Requires clear project data access to produce accurate controls baselines and forecasts
- –More effective when internal PMO governance already exists to consume outputs
- –Automation and API surface are not a core part of the advisory service delivery
- –Typical benefits depend on active sponsor ownership of corrective actions
Best for: Fits when an internal PMO needs independent assurance, controls insight, and governance-ready recommendations.
Mace
specialistInternational consultancy and construction company delivering project advisory, programme management, and delivery services worldwide.
Stage-gate readiness support that produces decision evidence mapped to oversight expectations and escalation paths.
Mace supports governance-heavy programs through advisory work that aligns sponsor reporting, review gates, and escalation paths to a documented control workflow. Common deliverables include project health check outputs, risk and issue management artifacts, and requirements traceability planning that ties changes back to approved scope. The engagement shape fits organizations that already run a PMO or portfolio process and need tighter assurance between governance forums and project execution.
- +Governance-focused advisory that converts review requirements into operating controls
- +Health check reporting designed for sponsor decisions and consistent oversight cadence
- +Stage-gate preparation artifacts that improve evidence quality for gate reviews
- +Risk and issue discipline that supports clear escalation and accountability
- –Requires active inputs from PMO and delivery teams to keep control artifacts current
- –Delivers advisory outputs more than software tooling for ongoing controls execution
- –May add process overhead if governance cadence is already highly mature
Program management office leaders
Improve gate evidence and reporting cadence
Cleaner decisions at each gate
Transformation program sponsors
Strengthen project assurance and escalation
Faster escalation and corrective action
Show 2 more scenarios
Project controls managers
Standardize health check and controls reporting
More repeatable assurance outputs
Controls guidance improves consistency across delivery teams and review forums.
Portfolio governance teams
Support investment decisions with traceable changes
Better justification for decisions
Planning guidance links scope and requirement changes to governance evidence used in oversight.
Best for: Fits when governance-heavy programs need assurance-grade evidence, stage readiness, and control workflow alignment.
Gardiner & Theobald
specialistIndependent cost and project consultancy providing advisory services across construction and real estate sectors.
Independent assurance reviews that are converted into governance-ready actions for project and executive oversight.
Gardiner & Theobald is a project advisory firm that provides independent reviews and assurance-led support for complex capital projects and programs. Its delivery emphasis centers on structured governance support, milestone governance artifacts, and on-the-ground project understanding tied to delivery assurance.
- +Assurance-led reviews translate findings into governance-ready recommendations
- +Advisory approach supports stage-gate and gateway readiness workstreams
- +Structured action tracking improves follow-through on assurance outcomes
- +Practical project delivery context reduces abstract reporting
- –Most value depends on active stakeholder involvement during reviews
- –Automation and API surfaces are not part of the delivery model
- –Outputs tend to be advisory artifacts rather than system-wide operational tooling
- –Standardization across many projects can require repeat engagement planning
Best for: Fits when a central PMO needs independent project assurance and governance artifacts for major delivery stages.
Conclusion
After evaluating 10 project advisory, Arcadis stands out as our overall top pick — it scored highest across our combined criteria of features, ease of use, and value, which is why it sits at #1 in the rankings above.
Use the comparison table and detailed reviews above to validate the fit against your own requirements before committing to a tool.
How to Choose the Right Project Advisory
Project advisory services bring independent assurance and governance-ready recommendations into capital programs, where decisions must link project health to oversight expectations. Providers such as AECOM and Arcadis support leadership gateway and stage-gate decisions through structured advisory deliverables that translate delivery evidence into control actions.
This guide covers AECOM, Arcadis, Arup, Cushman & Wakefield, Gardiner & Theobald, Gleeds, Linesight, Mace, Rider Levett Bucknall, and Turner & Townsend. Each provider card frames how advisory outputs are produced, how they depend on client data and decision attendance, and how the engagement fits delivery governance cycles.
Project Advisory for governance decisions across stage-gate and gateway checkpoints
Project advisory is independent oversight work that converts program evidence into governance-ready recommendations tied to decision points such as stage-gate readiness and executive gateways. It commonly focuses on project assurance, project controls insight, and escalation-ready findings that connect delivery constraints to stakeholder decisions.
AECOM and Gardiner & Theobald describe assurance-led advisory approaches that turn findings into actions designed for governance artifacts used at oversight moments. Arcadis and Gleeds emphasize evidence-led assurance packs that support executive decision forums with guidance that links schedule, risk, and delivery governance to specific leadership checkpoints.
Project Advisory capabilities that drive governance outcomes
Project advisory engagements succeed when deliverables map findings to decision moments like stage-gate readiness and executive gateway approval paths. AECOM and Arcadis both frame advisory output around leadership-ready evidence packs rather than generic commentary.
Category buyers should prioritize assurance-style deliverables that connect schedule, risk, and commercial interfaces to governance decisions. Linesight and Turner & Townsend focus on tying review findings to controls actions that align with delivery risk management needs.
Assurance-style deliverables tied to gateway and stage decisions
Arcadis and Gleeds produce independent assurance delivery designed to support executive leadership decisions across schedule, risk, and delivery governance. AECOM and Gardiner & Theobald convert review outcomes into governance-ready actions aligned to stakeholder decision points.
Governance-ready action mapping to delivery controls
AECOM translates assurance findings into governance-ready actions that reference delivery constraints and stakeholder decisions. Mace and Rider Levett Bucknall structure stage-gate readiness support into decision evidence and review packs aligned to oversight expectations and escalation paths.
Integration of cost, schedule, and commercial risk into advisory flows
Linesight combines cost and schedule assurance with procurement and contract advisory inputs for commercial risk transparency. Turner & Townsend ties commercial control work and delivery assurance findings directly to stage-gate actions for delivery governance across phases.
Executive decision pack packaging for multi-stakeholder programs
Cushman & Wakefield delivers executive gateway review packs that connect delivery risks to procurement interfaces for go/no-go decision support in real-estate programs. Arcadis and Gleeds also target multi-stakeholder capital programs through evidence-led assurance deliverables for leadership gateway decisions.
Cross-disciplinary technical assurance feeding engineering and delivery decisions
Arup provides cross-disciplinary independent technical assurance that turns review outcomes into engineering and delivery decisions. Cushman & Wakefield targets gateway decisions in real-estate delivery domains, while Arup expands assurance depth across technical risk to cost and schedule impacts.
Advisory cadence and data readiness requirements for consistent output quality
Gleeds emphasizes controls insight and traceability from assumptions to cost and schedule impacts, which depends on clear access to project data. Mace and Turner & Townsend require active inputs from PMO and delivery teams to keep control artifacts current for recurring oversight windows.
How to choose Project Advisory that fits governance cadence and decision ownership
Buyer choice should start with how governance decisions get made in the target organization. Some programs rely on recurring assurance outputs packaged to match gateway meetings, while others require deeper technical assurance to resolve engineering-driven delivery risks.
Next, buyers should align the advisory delivery model with internal decision ownership and data access. A provider like Gardiner & Theobald delivers assurance artifacts that rely on stakeholder involvement, while Turner & Townsend and Linesight rely on timely project inputs for maintaining cost, schedule, and commercial risk clarity.
Match the advisory output to executive decision workflow and governance checkpoint format
If the organization runs stage-gate and executive gateway meetings that require decision evidence packages, choose delivery partners that build assurance deliverables for leadership cycles, such as Arcadis or Cushman & Wakefield. If oversight expects stage-gate readiness artifacts and escalation-ready health check reporting, choose Mace or Rider Levett Bucknall to align advisory outputs with sponsor decision paths.
Separate governance assurance needs from delivery control execution needs
If internal teams need independent assurance that produces governance-ready recommendations without becoming a controls operating team, choose AECOM or Gardiner & Theobald. If the organization expects recurring cost and schedule assurance outputs that feed project controls workflows, choose Linesight or Turner & Townsend for ongoing assurance alignment to delivery risk controls.
Set technical assurance depth expectations for engineering-driven programs
For complex programs where engineering changes drive cost and schedule outcomes, choose Arup for cross-disciplinary technical assurance that maps findings into actionable engineering decisions. If the program is primarily procurement and gateway decision driven in real-estate delivery, choose Cushman & Wakefield to connect delivery risks to procurement interfaces for go/no-go decisions.
Validate data access, schedule transparency, and decision attendance before committing to an assurance window
For advisory models that depend on access to schedules, contracts, and decision records, choose AECOM or Gleeds only when client teams can provide consistent data completeness and owner responsiveness. For assurance quality that depends on assigning strong internal liaisons and decision owners, choose providers like Cushman & Wakefield where governance templates still require local process alignment.
Plan for delivery cadence and document load across review cycles
If review cycles require high document-heavy assurance that could slow iteration, use Arup only with a clear review cadence and defined decision checkpoints. If the program needs recurring assurance across long advisory windows with consistent advisory staffing, use AECOM or Linesight where the service model supports consistent advice across governance time spans.
Who needs Project Advisory for governance-ready oversight
Project advisory buyers usually sit inside PMOs, program leadership, or portfolio governance functions where decisions must be supported by evidence tied to oversight expectations. These buyers need assurance deliverables that translate project health signals into stage-gate and gateway readiness actions.
The right audience fit also depends on whether internal teams can provide the project logs, schedules, and decision records that assurance partners require. Providers like Turner & Townsend and Mace depend on timely input from PMO and delivery teams to keep governance artifacts current.
Portfolio and program governance owners running stage-gate and gateway decisions
Arcadis and Gleeds support executive stage-gate evidence needs by turning schedule, risk, and delivery governance evidence into decision packs. These providers are designed for leadership gateway meetings across multi-stakeholder capital programs.
Central PMOs needing independent assurance artifacts for major delivery stages
Gardiner & Theobald and Mace convert independent assurance work into governance-ready actions aligned to project oversight stages. These engagements fit PMOs that need recurring decision-readiness outputs tied to oversight cadence and stakeholder forums.
Program teams focused on cost, schedule, and commercial risk transparency
Linesight delivers cost and schedule assurance and adds procurement and contract advisory inputs to make commercial risk visible to governance stakeholders. Turner & Townsend connects commercial control findings to stage-gate actions for delivery phases.
Technical and engineering-led programs that require independent technical assurance
Arup provides cross-disciplinary independent technical assurance that maps review outcomes into engineering and delivery decision changes. This fit works when technical risk has direct cost, schedule, and delivery strategy implications.
Real-estate program leaders needing gateway reviews tied to procurement interfaces
Cushman & Wakefield builds executive gateway review packs that connect delivery risks and procurement interfaces to go/no-go decisions. This fit matches governance workflows where real-estate delivery and procurement decision boundaries drive stage outcomes.
Common pitfalls in Project Advisory procurement and engagement setup
Buyers often choose a project advisory partner based on the promise of independent review, then underestimate how much the advisory model depends on client data access and decision attendance. Linesight and Turner & Townsend both depend on program inputs for cost, schedule, and commercial clarity in recurring assurance windows.
Another recurring pitfall is expecting software-backed governance automation and integration where advisory delivery is document and evidence pack driven. Multiple providers including Gardiner & Theobald and Mace state that automation and API surfaces are not central to their advisory service delivery model.
Expecting an assurance advisory engagement to function like a software workflow with an API and audit-log automation
AECOM and Gardiner & Theobald deliver governance-ready assurance outputs but do not position API or audit-log product capabilities as part of the delivery model. Buyers should plan for human advisory production tied to review cadence instead of tool integration as a primary deliverable.
Starting without ensuring schedule, contract, and decision record access for evidence-led review packs
Gleeds and AECOM both produce accurate controls baselines and forecasts only when project data access is clear. Rider Levett Bucknall and Turner & Townsend also depend on timely data and access to project logs to keep assurance outputs aligned to decision needs.
Skipping stakeholder decision attendance and internal liaison assignments during assurance windows
Turner & Townsend and Gardiner & Theobald flag that results depend on client governance attendance and active stakeholder involvement. Buyers should assign internal decision owners and liaisons before the review cadence begins so governance packs can be acted on.
Underestimating the document load and iteration slowdown risk in document-heavy assurance cycles
Arup notes that document-heavy assurance work can slow iteration without a clear review cadence and data readiness. Buyers should align internal review capacity to the expected evidence volume before committing to a technical assurance window.
Assuming advisory templates will fit local PMO governance without process alignment work
Arcadis indicates that governance templates can require local process alignment before adoption. Buyers should prepare local stage-gate and gateway expectations so evidence-led outputs map to existing oversight artifacts.
How analysts checked the Project Advisory providers
Analysts pulled the original provider publications and copied each figure next to the passage that described it. Analysts compared those figures against official documentation and changelog materials and used an independent review when one was cited.
Analysts kept a figure only when it matched those supporting documents and included a published benchmark only when the benchmark was the cited source. Analysts then wrote category-relevant coverage for how the engagement model ties to governance decisions, including the delivery cadence and the client data dependencies stated by each provider.
Frequently Asked Questions About Project Advisory
How do project advisory teams handle integration with existing project systems and APIs?
Which advisory providers support SSO and security controls for shared workspaces or evidence packs?
When does data migration become necessary for a project advisory engagement?
How do advisory teams implement admin controls like RBAC, audit logs, and configuration settings?
What breaks if a project advisory engagement lacks consistent governance artifacts like RAID and decision records?
How does extensibility work when project governance needs additional reporting formats or custom evidence packs?
How should onboarding be structured for a recurring assurance cycle across multiple programs or sites?
Which provider is better suited for schedule assurance and how does automation or API-based throughput affect delivery?
How do advisory providers handle change control board inputs and configuration management alignment?
Tools reviewed
Primary sources checked during evaluation.
Referenced in the comparison table and product reviews above.
Funding and competing interests
This study was co-funded by several of the vendors assessed in it. No single vendor funded it. Funders could propose the market studied.
They had no role in selecting vendors, setting or weighting criteria, analysing data or drawing conclusions, and they received the same factual-accuracy check as every other vendor assessed.
Market definition, inclusion rules and criteria weights were fixed by an editor before research began and did not change afterwards. Editorial process →
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