Cost Control System

The firm makes use of computerized management systems to aid in cost accounting and job cost control. JOBPAC is used to record, monitor and report on all project costs. The system is accrual based and allows for fast and effective project cost analysis including up-to-date reporting of actual and projected costs. A customised cost report is able to be generated to provide more detailed job cost centre information including:

  • Original budget;
  • Pre-construction Budget Adjustments (by Client);
  • Committed costs;
  • Uncommitted costs;
  • Pending Variations;
  • Approved variations;
  • Forecast Costs;
  • Budget Surplus/Overruns; and
  • Actual Expenditure.

Time Management and Programming System

All project programming is carried out using Microsoft Project.

This software package provides assistance in the planning and scheduling of resources and activities, and is used to produce bar chart programmes for reporting and target programmes for incorporation into the subcontract agreements.

Senior project team members are highly skilled in the use of this system and are able to provide a high level of program information including:

  • Baseline tracking (original program is set as a baseline to track progress);
  • Fortnightly Progress Status Update Reports in PDF format;
  • Contract EOT’s;
  • Authority/Certifier approval dates;
  • Wet weather & design delay contingencies;
  • Lead times;
  • Key Project milestone dates; and
  • Trade package Procurement planning & scheduling.

Monthly Project Control Group (PCG) meetings will facilitate regular communication between the various project team members whilst the monthly report will provide adequate project information to other team members that are more remote from the daily site process.

The monthly report will include the following information:

  • Project overview;
  • Authority approvals;
  • Client requests;
  • Design Issues;
  • Construction issues;
  • Site management Issues;
  • Programme update;
  • RFI’s;
  • Variations;
  • EOT’s;
  • Shop Drawings;
  • Samples;
  • Trade procurement schedule (trade contract letting update);
  • Photos;
  • Progress claim status; and
  • Cash flow actual Vs forecast.

The reporting function will be controlled by the PM and his admin team to ensure that critical project information is communicated on a regular basis to identify particular risks including:

  • Potential budget over-runs;
  • Potential time over-runs;
  • Inadequate design information;
  • Safety risks and non-conformance; and
  • Quality non-conformance.

The project team will rely on the following protocols to maintain effective and timely communication:

  • PCG meetings & minutes;
  • Weekly Site meetings & minutes;
  • Monthly Progress Claims;
  • Weekly Program Status updates;
  • Procurement Schedule updates;
  • PCG Reports; and
  • PM team network calendars.

Capcorp group uses a very simple pro-forma to report and approve the engagement of subcontractors & suppliers. The Authority to Commit (ATC) form provides a price comparison of tenders received for individual packages including comments on the content of various prices.

The system also allows a cross check to budget allowances and requires formal client approval prior to the engagement of any trade contractor or supplier above agreed expenditure limits.

The ATC also facilitates a formal communication channel to the project QS to ensure appropriate verification and budget analysis.

The ATC is also used to facilitate Client/QS review of scope and proposed subcontractors prior to tender.


Prior to commencement of works on site the Project Team will assemble to prepare a Site Specific WH&S Plan to address the following key safety issues:

  • Site specific risk assessment (Whole of Project Risk Assessment Matrix);
  • Site Induction;
  • Particular site conditions;
  • Safe access;
  • Responsibilities of Project Staff;
  • Safe Work Methods & Hazardous Substances;
  • Incident Reports & Inspections;
  • Corrective Action; and
  • First Aid.

This plan will be endorsed by the Project Manager, the Foreman and the Contracts Administrator. The Project Manager and the Company WH&S Coordinator shall be responsible to ensure that the plan is implemented during the life of the project. The Company WH&S Committee will also oversee key safety aspects of the project on a periodic basis.