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CONSTRUCTION
MANAGEMENT
This is a report to demonstrate my technical competence in
construction and construction management and the failures and
challenges I've endured
Project Report 2for registration as Construction Manager
1 | P a g e
Table of Contents Introduction ................................................................................................................................ 2
1. Project Integration Management ....................................................................................... 3
2. Project Scope Management .............................................................................................. 3
3. Project Time Management ................................................................................................ 3
4. Project Cost Management ................................................................................................. 4
5. Project Quality Management ............................................................................................. 5
6. Project Human Resources Management........................................................................... 5
7. Project Communication Management ............................................................................... 5
8. Project Risk Management Including Health and Safety Issues ......................................... 5
9. Project Procurement Management .................................................................................... 5
2 | P a g e
Introduction I am writing this report to demonstrate to the SACPCMP, my technical
competence in construction, as well as my construction management
competence. I will to this by referring to the Reseal of Route R61 between
Mthatha and Libode in the Eastern Cape. This report will illustrate my co-
ordination of construction processes and my understanding of the
construction contracts. I will endeavour to illustrate to the SACPCMP that I
deserve to be awarded registration as Construction Manager (Pr.CM). I hope
that the reader will find this report as enjoyable as I found writing it. No
project can be successful without a team; I will thus refer to us we and team; it
does not however mean that I did not instigate the plan or that I was not
involve in the execution of it.
3 | P a g e
1. Project Integration Management
The integration of processes in a project, although challenging is much easier for me than
integrating different people from different backgrounds, walks of life, ages, genders and
believes. This can be and was the most frustrating and most challenging the integration
management process. Due to the fact that we were awarded the contract unexpectedly we
recruited people from other companies with a different organisational culture to us. This
caused a lot of after-hours friction that spilled into working hours. We overcame this by
mixing the new and old employees in the accommodation quarters and enforced the one
team, one goal mantra in everything that we did. Social team gatherings outside of working
hours further cemented the bonds of a team among the people.
2. Project Scope Management The younger foreman and engineers and lower tier sub-contractors did not always understand
the full scope and what was expected from them. The problem was that a team had to put
together haphazardly to accommodate the award of the unexpected contract that placed an
unnecessary strain on the company’s already overloaded resources. This led to individuals
being placed in positions that they weren’t entirely ready for. Local sub-contractors had to be
employed that was not familiarly with our way of working and some did not understand what
was expected from them. We remedied this by having regular daily informal 1-on-1
clarification meetings led by me; this was further enforced by the weekly production and
weekly technical meetings. The “each one lead one approach” also helped to equip people
better. All engineers and junior foreman had a weekly mentoring session with me or another
senior staff member so that we could guide and steer them in the right direction.
3. Project Time Management All through my career I’ve noticed a common trait in most construction personal, the joke is
that foreman and paperwork don’t go together. It was a daily task for the assistant contracts
administrator to wring out the daily reports out of the relevant people that had to supply them.
Although they had set times to hand in the reports they always had an excuse as to why it
was late. This meant that we couldn’t accurately gauge progress and one could not see if the
job was heading in the right direction and if intervention was necessary. Again I employed the
“each one lead one” approach, the responsibility of completing the sheets were placed upon
the team as a whole and if anybody slipped up the team as a whole was penalised and lost
certain luxuries for example no braai at the production meeting. This rule also applied to any
targets that were not met or any weekly lags that were not rectified before the end of that
week.
4 | P a g e
Time management were also extremely hampered by the Transkei region’s summer rainfall
pattern. The inclement weather also brought sudden drop in ambient and road temperatures.
We were spraying rubber bitumen, this product could only be sprayed at ambient temperature
15˚C and rising and road temperatures of 25 ˚C, ambient temperatures in the late afternoon
would often drop from 20 ˚C to below 15 ˚C within a few hours.
This gave us a spraying window of 5 hours per day, we utilised this by checking the weather
at 3 a.m. to make sure that mixing could start as it took five hours to mix the product. We
added an extra distributor to the two we had on site, one distributor did not spray but would
circulate the product, the product had to be circulated for 3 hours before spraying and
circulation could not happen in the static storage tank. We started cleaning the road at five in
the morning and closed the access roads onto our job and diverted traffic onto other back
roads. We would then have 70 000 litres out of a target of 105 000 litres ready to spray at 8
a.m., but due to the temperatures we would normally start spraying at 9 am. The first
distributor would be empty at 11 a.m. and would go back to the depot to fill up. We would
finish the second distributor by 1 p.m. by which time the first one would be back with the last
35 000 litres for the day, we would finish spraying at 3 p.m. and clean up and complete the
production for the day in the remaining two hours. This allowed us to finish on time and within
budget.
4. Project Cost Management The cost management on the job was the most efficient area of the project, the only
frustration being the site paperwork that did not come in on time. Foreman taking delivery of
goods and then losing the delivery notes, resulting in the cost not being recorded on the
Goods received sheet (GRS), resulting in an under cost on the site and thus reflecting profits
that we did not make. This was remedied by employing the all costs must have an order, at
the end of the month the site clerk had to attach the order to a delivery note before it could be
entered into the GRS; if the Proof of delivery was not there it was ask from the supplier.
However before I reported on the cost of the project, I would link all revenue to items in the bill
of quantities and evaluate it actual costs versus budgeted costs. This would then indicate
profits and losses and which bill items (labour, plant and material) is responsible for the
difference, this meant that a huge profit against an item may mean that the cost was not
allocated to the item correctly, production cannot spike as high as too justify the high profit. I
would then hold back this profit from my report and release it when the mistake becomes
evident. That means that cost is allocated where and when it is supposed to and is not falsely
reported.
5 | P a g e
5. Project Quality Management The experience of the junior staff members, proved challenging once again although we
employed the checklists, we still had reworks and failures on some of the lesser important
items of the project. We overcame this by employing a compliance officer, who just travelled
up and down the site making sure that we complied with the technical and quality
requirements of the project. He also acted as mentor on issues of quality and this solved our
quality management issues we encountered at that point.
6. Project Human Resources Management Providing accommodation to on-site permanent employees might seem a novel idea, but this
was the most frustrating area of the project. Issues that employees had with each other on
site might spill to after hours and vice versa. I set up a housing committee in the staff and
labour accommodation units. The committees were responsible for sorting short term issues
and minor infringements.
7. Project Communication Management Items mailed to the head office had a tendency to vanish between the site office mailing it and
the head office receiving it. This lead to a lot of hold ups in paying invoices, often resulting in
critical accounts being closed due to non-payment. I advocated for the employment of a
document controller at the HO, who would not just receive mail, but would also note per item
which mail was received, who it came from and where was it distributed to. It was always
peculiar that only certain accounts payable clerk’s invoices went missing.
8. Project Risk Management Including Health and
Safety Issues Health and safety issues were dealt with in accordance with the company OHS and
environment policy and site specific health and safety plan.
9. Project Procurement Management
Applying for credit was a challenge at times, it use to take about two weeks for our head office
to complete the forms, and send to the creditor. In some instances goods had to be sourced
from far afield resulting in long leads, when we could’ve procured it locally.
Appendix 1
Project Scope Management
Project HR Management
Project Cost Management
Project Risk Management
Project Time Management
Project Procurement
Project Quality Management Project Coms
Management
Governments Commitment to Service
Delivery
SANRAL’s Implementation
Strategy
Engineers KV3
Contractor H&I
Vision, Procedures, Systems
Vision, Procedures, Systems
Project Team
Project Team
Mthatha to Libode Project
Project Integration DiagramAppendix 2
Off-Site Contracts ManagerAdrian Robinson
Client’s RepresentativeRob Damhuis
EngineerPieter Bester
REHarold Webster
ARE REBECCA MOLOPE
Project ManagerMorne Windvogel
Project Engineer-Surfacing
Sive Rala-Ra
Project Engineer – Drainage and Earthworks
MK Mojalefu
Project Engineer – Concrete and Sub-
contractorsWiseman Dladla
Site AdministratorEstronita Adonis
OHSE Officer/Ass Site Administrator
Kim Samson
Workshop ManagerEnoch Damasa
Service MechanicSandile Ncweba
Workshop ClerkBarry Russel
Site DriverMando Ngubane
SupervisorGeelbooi Bere
SupervisorVekile Joza
PatchingEast-Coast Asphalt
ForemanEric Tabata
ConcreteMbata Construction
Traffic ManagementJola Construction
Appendix 3
Daily Informal 1-on-1
Critical Technical Issue
Raise Site Request to RE, inform
Contract Manager
Wait for Reply before work
continues
Not critical Tech Issue
Discuss at Weekly
Production Meeting
Issue resolved and Closed out
Issue unresolved
Discuss at Weekly site
Technical Meeting
Issue Resolved and Closed Out
Issue unresolved
Escalate to Monthly Site
Technical Meeting
Issue Resolved and Close out
Solution MinutedRE Issue Site
Instruction to PMWork carried out as
per SI
RE Issues SI
Work Carried out as per SI
RE Issues SI
Work Carried out as per SI
Technical Issue Resolution FlowchartAppendix 4
Scope Change discovered
Scope/Management Resolution Flowchart
Raise SR to RE Re Agrees Scope Change
Escalates to Engineer Engineer Agrees
Engineer Informs Client
Client Agrees
Instructs Engineer to issue VO
Issue Resolved
Re disagrees
Escalate to Contracts Manager
Appendix 5
ID Task Name Duration Start Finish
1 MTHATHA TO LIBODE 108 days Mon 1/10/07 Tue 15/04/08
2 Establishment 10 days Mon 1/10/07 Fri 12/10/07
3 Crushing of Aggregate 61 days Mon 1/10/07 Fri 25/01/08
4 Precoating Aggregate 60 days Wed 31/10/07 Thu 28/02/08
5 Haul Aggregate 48 days Tue 27/11/07 Thu 6/03/08
6 Stormwater Pipe 20 days Mon 22/10/07 Thu 22/11/07
7 Concrete Slab for Taxies 31 days Thu 10/01/08 Thu 28/02/08
8 Earthworks and Layerworks 10 days Thu 10/01/08 Wed 23/01/08
9 Formwork and Re-Inforcing 7 days Thu 24/01/08 Thu 7/02/08
10 Concrete 5 days Mon 4/02/08 Fri 8/02/08
11 Guide Blocks 5 days Mon 11/02/08 Mon 18/02/08
12 Gabions 3 days Tue 19/02/08 Thu 21/02/08
13 Finishing off work 5 days Fri 22/02/08 Thu 28/02/08
14 Clean Side Drains 20 days Mon 5/11/07 Tue 4/12/07
15 Concrete Lined Side Drain(sv 0.45 - sv 0.69) 10 days Tue 4/03/08 Mon 17/03/08
16 Rural Patching 30 days Mon 5/11/07 Mon 14/01/08
17 Hand Patching(328.33m2) 10 days Mon 5/11/07 Mon 19/11/07
18 Edgebreaks(9000m) 30 days Mon 5/11/07 Mon 14/01/08
19 Slurry(20m3) 10 days Mon 12/11/07 Tue 27/11/07
20 Urban Patching 25 days Mon 21/01/08 Mon 3/03/08
21 Patching BTB(197m2) 5 days Mon 21/01/08 Fri 25/01/08
22 Mill and Replace Asphalt 20 days Thu 31/01/08 Mon 3/03/08
23 Fencing 50 days Wed 31/10/07 Wed 13/02/08
24 Construct Bellmouths and Busbays 20 days Mon 5/11/07 Tue 4/12/07
25 Edgebeams 40 days Mon 5/11/07 Thu 31/01/08
26 Kerbing 20 days Fri 8/02/08 Mon 10/03/08
27 Guardrails 10 days Thu 27/03/08 Wed 9/04/08
28 Seal 50 days Mon 14/01/08 Fri 4/04/08
29 Section 1 - km 26.8 - km 21.8 16 days Tue 19/02/08 Wed 12/03/08
30 19mm LHS 3 days Tue 19/02/08 Thu 21/02/08
31 6.7mm LHS 1 day Fri 22/02/08 Fri 22/02/08
32 Fogspray LHS 2 days Mon 25/02/08 Tue 26/02/08
33 19mm RHS 3 days Wed 5/03/08 Fri 7/03/08
34 6.7mm RHS 1 day Mon 10/03/08 Mon 10/03/08
35 Fogspray RHS 2 days Tue 11/03/08 Wed 12/03/08
36 Section 2 - km 21.8 - km 16.8 17 days Mon 14/01/08 Mon 11/02/08
37 Patch 22.300(1020m2) 1 day Mon 14/01/08 Mon 14/01/08
38 19mm LHS 3 days Mon 14/01/08 Wed 16/01/08
39 6.7mm LHS 1 day Thu 17/01/08 Thu 17/01/08
40 Fogspray LHS 2 days Mon 21/01/08 Tue 22/01/08
41 19mm RHS 3 days Mon 4/02/08 Wed 6/02/08
42 6.7mm RHS 1 day Thu 7/02/08 Thu 7/02/08
43 Fogspray RHS 2 days Fri 8/02/08 Mon 11/02/08
44 Section 3 - km 16.8 - km 11.8 16 days Mon 25/02/08 Tue 18/03/08
45 19mm LHS 3 days Mon 25/02/08 Wed 27/02/08
46 6.7mm LHS 1 day Thu 28/02/08 Thu 28/02/08
47 Fogspray LHS 2 days Mon 3/03/08 Tue 4/03/08
48 19mm RHS 3 days Tue 11/03/08 Thu 13/03/08
49 6.7mm RHS 1 day Fri 14/03/08 Fri 14/03/08
50 Fogspray RHS 2 days Mon 17/03/08 Tue 18/03/08
51 Section 4 - km 11.8 - km 6.8 49 days Tue 15/01/08 Fri 4/04/08
52 Patch 13400(1920m2) 1 day Tue 15/01/08 Tue 15/01/08
53 19mm LHS 3 days Wed 23/01/08 Fri 25/01/08
54 6.7mm LHS 1 day Thu 31/01/08 Thu 31/01/08
55 Fogspray LHS 2 days Mon 4/02/08 Tue 5/02/08
Sep Oct Nov Dec Jan Feb Mar Apr May Jun3rd Quarter 4th Quarter 1st Quarter 2nd Quarter
Task
Critical Task
Milestone
Summary
Rolled Up Task
Rolled Up Critical Task
Rolled Up Milestone
Rolled Up Progress
Split
External Tasks
Project Summary
External Milestone
Inactive Task
Inactive Milestone
Inactive Summary
Manual Task
Duration-only
Manual Summary Rollup
Manual Summary
Start-only
Finish-only
Progress
Deadline
Page 1
Project: RESEAL R61 - MTHATHA TODate: Fri 10/08/12
ID Task Name Duration Start Finish
56 19mm RHS 3 days Fri 8/02/08 Tue 12/02/08
57 6.7mm RHS 1 day Wed 13/02/08 Wed 13/02/08
58 Fogspray RHS 2 days Thu 14/02/08 Mon 18/02/08
59 Patch sv 6500 (980m2) 1 day Wed 16/01/08 Wed 16/01/08
60 Section 5 - km 6.8 to Km 0.45 11 days Mon 17/03/08 Fri 4/04/08
61 19mm LHS 2 days Mon 17/03/08 Tue 18/03/08
62 6.7mm LHS 1 day Wed 19/03/08 Wed 19/03/08
63 Fogspray LHS 2 days Thu 20/03/08 Thu 27/03/08
64 19mm RHS 3 days Fri 28/03/08 Tue 1/04/08
65 6.7mm RHS 1 day Wed 2/04/08 Wed 2/04/08
66 Fogspray RHS 2 days Thu 3/04/08 Fri 4/04/08
67 Roadmarking 20 days Wed 12/03/08 Mon 14/04/08
68 Roadstuds 15 days Wed 19/03/08 Mon 14/04/08
69 Completion Date 1 day Tue 15/04/08 Tue 15/04/08
Sep Oct Nov Dec Jan Feb Mar Apr May Jun3rd Quarter 4th Quarter 1st Quarter 2nd Quarter
Task
Critical Task
Milestone
Summary
Rolled Up Task
Rolled Up Critical Task
Rolled Up Milestone
Rolled Up Progress
Split
External Tasks
Project Summary
External Milestone
Inactive Task
Inactive Milestone
Inactive Summary
Manual Task
Duration-only
Manual Summary Rollup
Manual Summary
Start-only
Finish-only
Progress
Deadline
Page 2
Project: RESEAL R61 - MTHATHA TODate: Fri 10/08/12
MONTH : NOV '07 SHEET 4
SIGNATURE: ..........................…
24001 24101 24201 28001 40001 40101 42001 46001 46201 48001 48101 03002 23002 24002 40002 42002 46002 46302 48002 24302
NO DATE SUPPLIER DESCRIPTION QTYORDER
NO. INVOICE NO. TOTAL
CO
DE
SUNDRIE
S
ADMIN
FEES
INSURAN
CE
SITE
ASSSETS
INT.
PLANT
PLANT
EST.
EXT.
PLANTLABOUR SALARIES
SUB
CONTRA
CTOR
SUB
CONTRA
CTOR
ESTAB
MATERIAL FUELSUNDRIE
S
INT.
PLANT
EXT.
PLANTLABOUR
OPERAT
ORS
SUB
CONTRA
CTOR
ESCAL
ATION
1 29.10.07 Corpclo 250 CC Trust Rentals -Single Quarters 1 N/A N/A 8,500.00 24001 8,500.00
2 29.10.07 Corpclo 250 CC Trust Rentals - M. Windvogel 1 N/A N/A 6,000.00 24001 6,000.00
3 29.10.07 Haw & Inglis LAA 4 N/A N/A 3,000.00 24001 3,000.00
4 26.10.07 Lillie's Sales & Services PPE, Safety Boots, Reflec. Vests Var 328037 INV30082 6,105.18 24001 6,105.18
5 26.10.07 Cashbuild Cement, Level Line, Level Famastil 900mm 7 328048 191168 365.48 24001 365.48
6 26.10.07 Cashbuild Cement Commons 7 mpa (yard) 2000 328050 191202 4,006.93 24001 4,006.93
7 29.10.07 Wild Coast Property Trust Rental 1 N/A N/A 5,500.00 24001 5,500.00
8 30.10.07 Leon's Estate Rental ( Occupational 26-31 Oct. 2007) 1 N/A N/A 1,166.67 24001 1,166.67
9 26.10.07 Radio & Computer Network Stationary Var 328042 INV16157 1,035.96 24001 1,035.96
10 29.10.07 Radio & Computer Network Stationary Var 328055 INV16173 827.68 24001 827.68
11 29.10.07 Cashbuild Straight Edge 2.5m 1 328053 191369 124.52 24001 124.52
12 26.10.07 UTI Sun Couriers Parcel 1 328046 SUBBD05590584 500.00 24001 500.00
13 26.10.07 Savoy Hotel Accommodation 1 N/A N/A 586.60 24001 586.60
14 30.10.07 Cashbuild Cement, Plastic Float, Brush whiite wash Var 328056 191476 306.71 24001 306.71
15 01.11.07 UTI Sun Couriers Parcel 1 328046 SUBCD12857948 500.00 24001 500.00
16 27.10.07 Budget Car Hire Mr. F. Scholtz (TIIDA 1.6 Visia- H31) 1 326235 BS32358G01/A1 231.24 24001 231.24
17 01.11.07 Cementile Products 0.33m FIG 8 Rollover 150 328038 INV48906 5,188.50 03002 5,188.50
18 02.11.07 M4 Courier cc 1 Bag chain 1 328060 0959517 100.00 24001 100.00
19 01.11.07 Hillcrest H & I Full set of Fulton's concrete technology 1 N/A MTD69520 1,270.00 24001 1,270.00
20 02.11.07 Rocla Pipes (rubber collar 600mm) 33 328023 DELN. NGD06597 46,379.52 03002 46,379.52
21 26.10.07 Rocla Pipes (rubber collar 900mm) 16 328023 DELN. NGD06586 50,595.84 03002 50,595.84
22 31.10.07 Rocla Pipes (rubber collar 900mm) 21 328023 DELN.NGD06598 66,407.04 03002 66,407.04
23 31.10.07 ITEC Wild Coast Rental of fax machine 1 328071 WCAI2826 220.00 24001 220.00
24 31.10.07 ITEC Wild Coast Rental of digital copy machine 1 328071 WCAI2827 360.00 24001 360.00
25 06.11.07 Haw & Inglis Petty Cash Claim No. 4 Var N/A Petty Cash Claim 3,288.49 24001 3,288.49
26 05.11.07 Build-it Gumboots, Cane knife etc 10 328095 INV0285 642.54 24001 642.54
27 06.11.07 Radio & Computer Network Stationary 1 328064 INV16245 175.44 24001 175.44
28 06.11.07 Build-it Padlocks, Plastering trowels etc. Var 328070 INV0375 232.15 24001 232.15
29 26.10.07 Mthatha Concrete Supplies Concrete 3m³ 328049 DELN.3518 3,417.84 03002 3,417.84
30 30.10.07 Mthatha Concrete Supplies Concrete 3m³ 328049 DELN.3535 3,417.84 03002 3,417.84
31 29.10.07 Mthatha Concrete Supplies Concrete 3m³ 328049 DELN3532 4,557.12 03002 4,557.12
32 07.11.07 KSD Municipality Electricity N/A N/A N/A 7,524.65 24001 7,524.65
33 06.11.07 Cashbuild Chipboard, wood filler, paint brush etc. Var 328073 192076 269.98 24001 269.98
34 06.11.07 Cashbuild Nails, chain, padlocks, timber blk cross etc Var 328072 192076 1,248.91 24001 1,248.91
35 07.11.07 M. Windvogel Cellphone Bill 1 N/A N/A 2,938.03 24001 2,938.03
36 06.11.07 Rocla 600 JJ 100d pipes 33 328023 DELN.5256 46,379.52 03002 46,379.52
37 07.11.07 Built-it Door 2m*800, 3 lever lock, hinges 4 328074 DELN2415 641.05 24001 641.05
38 06.11.07 Bugdet Car Hire M. Windvogel Corolla 160I GLE 05 1 327540 DM75689001/A1 559.73 24001 559.73
284,571.16 58,227.94 226,343.22
Sheet 4 284,571.16 58,227.94 226,343.22 .
CONTRACT : LIBODE - MTHATHA Site 234 SIGNATURE
GOODS RECEIVED SHEET
D I R E C T C O S T S P & G C O S T S
Appendix 7
LIBODE NUMBER: 5
To: Roz Messenger RECON FOR FEBRUARY 2008
Description Accounts to
January 2008
GRS February
2008 EB Accounts
Total to Date Allowable to Date
Current
Varience to
Date
Varience Last
Month
Monthly
Varience
462 01 Salaries 343,213.19 112,781.71 455,994.90 516,395.83 60,400.93 69,903.48 -9,502.55
460 01 Labour 80,979.04 32,426.28 113,405.32 140,708.33 27,303.01 31,603.81 -4,300.80
240 01 Sundries 601,596.24 158,549.74 760,145.98 928,582.33 168,436.35 118,060.35 50,376.00
280 01 Site Assets 132,169.50 1,664.45 133,833.95 215,986.50 82,152.55 82,328.75 -176.20
400 01 Plant Int 56,376.82 56,376.82 537,187.50 480,810.68 373,373.18 107,437.50
401 01 Plant Estab. 220,457.55 22,337.53 242,795.08 943,054.00 700,258.92 723,561.25 -23,302.33
420 01 External Plant 3,000.00 3,000.00 -3,000.00 -3,000.00
030 01 Materials
242 01 Ins/Surety 39,351.38 2,000.00 41,351.38 105,299.71 63,948.33 43,717.88 20,230.45
480 01 Sub Contractor 8,925.00 8,925.00 -8,925.00 -8,925.00
241 01 Admin Fees 320,000.00 80,000.00 400,000.00 400,000.00
4,025,650.80 SUB TOTAL ON COST 1,797,143.72 418,684.71 2,215,828.43 3,787,214.20 1,571,385.77 1,439,548.70 131,837.07
460 02 Labour 269,563.94 417,132.84 686,696.78 960,502.00 273,805.22 380,556.15 -106,750.93
463 02 Operators 60,655.22 65,510.35 126,165.57 254,073.00 127,907.43 126,668.78 1,238.65
030 02 Materials 2,493,929.58 2,704,498.65 5,198,428.23 5,598,584.00 400,155.77 128,428.85 271,726.92
030 02 M.O.S 100% 1,183,578.87 1,183,578.87 1,114,594.17 68,984.70
400 02 Internal Plant 193,044.44 245,194.11 438,238.55 193,223.64 -245,014.91 -245,014.91
420 02 External Plant 762,870.82 418,403.33 1,181,274.15 1,218,472.00 37,197.85 -10,472.17 47,670.02
230 02 Fuel 472,808.10 159,310.35 632,118.45 594,370.00 -37,748.45 -82,657.15 44,908.70
240 02 Sundries 122,951.16 28,200.00 151,151.16 236,753.00 85,601.84 71,466.24 14,135.60
S/Total Direct Costs 4,375,823.26 4,038,249.63 8,414,072.89 10,239,556.51 1,825,483.62 1,728,584.87 96,898.75
22,236,774.80 TOTAL OWN WORK 6,172,966.98 4,456,934.34 10,629,901.32 14,026,770.71 3,396,869.39 3,168,133.57 228,735.82
2,244,050.00 480 02 Subcontractor 632,905.28 174,980.13 807,885.41 467,965.00 -339,920.41 -234,533.32 -105,387.09
PC SUMS
S/Total Subcontactors 632,905.28 174,980.13 807,885.41 467,965.00 -339,920.41 -234,533.32 -105,387.09
24,480,824.80 TOTALS 6,805,872.26 4,631,914.47 11,437,786.73 14,494,735.71 3,056,948.98 -234,533.32 -105,387.09
Esc Allow vs Costs 80,688.94 133,619.32 214,308.26 352,029.21 137,720.95 8,251.47 129,469.48
SPIS PROVISION
RECON ADJ 3,194,669.93 2,941,851.72 24,082.39
Allow Excl Profit 14,494,735.71
5,782,333.09 PROFIT 6,886,561.20 3,423,634.24 3,423,634.24 1,429,593.14 1,994,041.10
30,263,157.89 Total Allow Revenue 4,765,533.79 11,652,094.99 18,270,399.16 6,618,304.17 3,615,807.16 3,002,497.01
23.62% 17,370,819.02 (M.O.S. @ 100%)
U/(O/Claim) 899,580.14
15,571,099.05 Previous Current Month Only
1,014,152.70 Cert Rev 9,853,328.56 16,103,128.15 6,249,799.59
352,029.10 Other Rev
-1,000,000.00 100% M.O.S. 1,114,594.17 1,267,690.87 153,096.70
TOTAL CASH IN 15,937,280.85 U/(O/Claim) -2,599,937.07 -3,360,419.86 -760,482.79
COSTS 11,437,786.73 Cont. Rev 8,367,985.66 14,010,399.16 5,642,413.50
ESCAL COSTS 214,308.26 Contr. Cost 6,886,561.20 11,652,094.99 4,765,533.79
TOTAL CASH OUT 11,652,094.99 Profit/Loss 1,481,424.46 2,358,304.17 876,879.71
NET CASH FLOW 4,285,185.86 % 21.51% 20.24% 18.40%
Holdbacks :
Overclaim R 4,260,000.00
TOTAL R 4,260,000.00
234
Escalation
Less Retention
Work Done
80% MOS
HAW & INGLIS (PTY) LTD - EARLY BIRD
ALLOWABLES vs COSTS AT TENDERED RATES
CONTRACT CASH FLOW
FINAL ESTIMATE FINAL VARIANCE
DESCRIPTION
Profit/Loss Account