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Our Service Techniques

Project Estimation

To estimate from a tender document, we must carefully analyze the specifications, scope, drawings, and other provided information to determine all direct and indirect costs. The process culminates in developing a comprehensive bid price that includes materials, labor, equipment, subcontractors, overhead, and profit.

Preparation and review

Before investing significant time and resources, determine if the project is a good fit for your company. Analyze the tender documents for the scope of work, project size, schedule, and potential risks.

Read every page of the tender package, including the Invitation to Tender (ITT), Bills of Quantities (BoQ), technical specifications, and all architectural and engineering drawings. Look for any inconsistencies or unclear requirements.

Compile a list of questions regarding any unclear specifications. Submit these questions within the official query period to get written clarifications from the client.

If possible, perform a site visit to assess the physical conditions, access restrictions, storage areas, and any potential issues that could affect the cost or schedule.

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Takeoff and quantification

Systematically divide the project into smaller, manageable work packages or trade divisions (e.g., concrete, steel, electrical, plumbing).

Pricing and costing

Systematically divide the project into smaller, manageable work packages or trade divisions (e.g., concrete, steel, electrical, plumbing).

Using the BoQ and drawings, measure and quantify every item required for the project. For construction, this includes calculating lengths, areas, and volumes for materials like concrete, pipes, and wiring.

Perform a quantity takeoff

Using the BoQ and drawings, measure and quantify every item required for the project. For construction, this includes calculating lengths, areas, and volumes for materials like concrete, pipes, and wiring.

Compare your calculated quantities against the project's Bill of Quantities. Document any discrepancies to clarify with the client.

Cross-check quantities

Compare your calculated quantities against the project's Bill of Quantities. Document any discrepancies to clarify with the client.

Pricing and costing

Establish unit rates
Build a cost for each quantified item based on material, labor, and equipment rates. A unit rate for a cubic meter of concrete, for example, would include the cost of materials, labor to mix and pour, and the equipment used.
Obtain subcontractor and supplier quotes
Request formal quotes from your subcontractors and suppliers for specialized work or materials. Collect multiple quotes to ensure competitive pricing and compare their inclusions and exclusions.
Verify market prices
Cross-check key material rates against current market prices to ensure your estimate is accurate and competitive.

Finalizing the estimate

  • Account for indirect costs (preliminaries). Include project-specific overhead costs in your estimate. These can include project management salaries, site offices, temporary facilities, permits, and insurance.
  • Calculate overhead and profit. Determine your company's general overhead costs (office rent, utilities) and apply a profit margin. These are typically added as a percentage of the total project costs.
  • Add contingency and risk. Include an amount to cover unexpected costs, delays, and potential risks. This is based on your risk assessment and the complexity of the project.

Submission and review

  • Summarize and formalize the bid. Consolidate all costs into the final bid summary. Ensure your figures align with the tender's format and all required documentation is included.
  • Conduct a final review. Before submission, have another person review the entire bid for accuracy, compliance with tender instructions, and clear, professional language. Check for any typos or numerical errors.
  • Submit on time. Adhere strictly to the submission deadline. Late submissions are almost always disqualified.

Project Scheduling

Scheduling involves defining project scope, identifying and sequencing tasks, estimating durations, allocating resources, and creating a timeline. Key steps also include establishing milestones, monitoring progress, and making necessary adjustments.

Project scheduling steps:
  • Determine the project's goals, deliverables, and final deadline.
  • Identify all key stakeholders, or people who need to be involved.
  • Assign the necessary resources (people, equipment, budget) to each task.
  • Estimate the time each task will take, which can be done with input from the team.
  • List all tasks and milestones required to complete the project.
  • Identify dependencies between tasks to understand which ones must be completed before others can start.
  • Group or cluster similar tasks to manage them more efficiently.
  • Establish a timeline based on the task durations and dependencies.
  • Use methods like the critical path analysis to find the longest sequence of tasks that determines the project's minimum duration.
  • Set clear deadlines for tasks and milestones to keep the project on track.
  • Share the finalized schedule with team and stakeholders.
  • Track progress and report on it regularly.
  • Be flexible and make necessary changes to the schedule as the project progresses.
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Earned Value Management

Earned Value Management (EVM) is a project management technique that integrates scope, schedule, and cost to provide objective performance measurement, enabling managers to track progress, identify issues, forecast outcomes, and make informed decisions to keep projects on track. It relies on three key metrics Planned Value (PV), Earned Value (EV), and Actual Cost (AC) to analyze variances and predict final project costs and completion times.

Key Components of EVM:
  • Planned Value (PV): The authorized budget assigned to work to be completed at a given point in time.
  • Earned Value (EV): The value of work performed to date, calculated by multiplying the percentage of completed work by its planned value.
  • Actual Cost (AC): The actual amount of money spent on the work performed to date.
Key Metrics for Analysis:
  • Schedule Variance (SV): Calculated as EV - PV. A positive SV means the project is ahead of schedule, a negative SV means it's behind, and zero means it's on schedule.
  • Cost Variance (CV): Calculated as EV - AC. A positive CV means the project is under budget, a negative CV means it’s over budget, and zero means it's on budget.
  • Schedule Performance Index (SPI): Calculated as EV / PV. An SPI > 1 means the project is ahead of schedule, while an SPI < 1 means it's behind.
  • Cost Performance Index (CPI): Calculated as EV / AC. An CPI > 1 means the project is under budget, while a CPI < 1 means it’s over budget.
Benefits of Using EVM:
  • Objective Performance Measurement: Provides a consistent and measurable way to assess project health.
  • Early Issue Detection: Identifies deviations from schedule and budget before they become major problems.
  • Accurate Forecasting: Helps predict future costs and completion times, aiding in planning.
  • Improved Communication: Offers objective data for reporting progress and potential risks to stakeholders.
  • Risk Reduction: Helps identify scope creep and other risks, allowing for proactive management.
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Project S-Curve

S-curve is a graphical representation used in construction management and business to track cumulative progress, costs, or other metrics over a period of time. The "S" shape reflects the typical lifecycle of a project or product, which generally includes a slow start, a period of rapid growth, and a leveling-off phase as completion approaches.

The four phases of a typical S-curve:

The S-shape is formed by plotting cumulative data over time, illustrating the natural progression of a project or business.

  • Initiation phase (Slow start): The initial stage is characterized by low activity as resources are mobilized, strategies are planned, and teams are assembled. The curve is relatively flat during this period, representing a gradual start.
  • Growth phase (Rapid acceleration): As the project or product gains momentum, activities and resource consumption increase significantly. The curve becomes steep and rises rapidly during this phase, known as the period of maximum growth.
  • Maturity phase (Plateau): As the project nears completion or the market becomes saturated, the rate of growth begins to slow. The curve starts to flatten again, indicating a stabilization of activity.
  • Completion or decline phase (Tapering off): At the final stage, the project is concluded, or the product begins to decline in demand. The curve flattens completely as all work or growth ceases.
Common uses and types of S-curves
  • Comparison of Planned vs. Actual progress: By plotting a "baseline" (planned) S-curve and an "actual" in-progress S-curve on the same graph, managers can quickly visualize performance. If the actual curve is above the baseline, the project is ahead of schedule or over budget. If the actual curve is below the baseline, the project is behind schedule or under budget.
  • Cash flow forecasting: A cost-versus-time S-curve helps track cumulative expenditures against the project budget. This allows for better financial planning and helps avoid cash-flow problems.
  • Resource management: A resource-specific S-curve, such as a "man-hours" curve, can be used to track labor utilization throughout the project lifecycle.

Project Quality Management

Project quality management is the process of planning, assuring, and controlling a project's quality to ensure its deliverables meet specified requirements and stakeholder expectations. It involves defining quality standards, implementing procedures to meet them, and continuously monitoring and correcting activities to produce a high-quality final product. Key components include quality planning, quality assurance, and quality control.

Key components
Quality Planning
This involves defining project quality requirements and how they will be met, including establishing standards and creating a quality management plan.
Quality Assurance
This focuses on implementing the quality management plan through process audits and ensuring that the right procedures and standards are being followed throughout the project lifecycle.
Quality Control
This is the process of monitoring specific project results to determine if they are in compliance with the quality standards and identifying any necessary corrections to achieve the desired quality level.

Project Safety Management

Project safety management is the systematic process of identifying, assessing, and controlling potential risks and hazards throughout a project's lifecycle to protect workers, the public, and the environment. It is a critical component of overall project management and is vital in high-risk industries like construction, manufacturing, and oil and gas.

Key components of project safety management

An effective project safety management system (SMS) is built on four core pillars: policy, risk management, assurance, and promotion.

  • Establish a core value: Define safety as a fundamental organizational value, setting clear expectations from top management down.
  • Establish a core value: Define safety as a fundamental organizational value, setting clear expectations from top management down.
  • Establish a core value: Define safety as a fundamental organizational value, setting clear expectations from top management down.
  • Hazard identification: Continuously identify potential hazards and risks in the workplace, from initial planning to completion. Examples include falls, chemical exposure, faulty equipment, and environmental hazards. Risk assessment and analysis: Evaluate the likelihood and potential impact of each identified risk to prioritize them. This is often documented in a risk register.
  • Hazard control: Implement a hierarchy of controls (engineering, administrative, and personal protective equipment) to mitigate or eliminate risks.
  • Avoid: Alter the project plan to eliminate the risk entirely.
  • Reduce: Take steps to minimize the probability or impact of a risk.
  • Transfer: Shift the risk to another party, often through insurance or outsourcing.
  • Accept: Choose to accept a low-impact, low-probability risk.
  • Inspections and audits: Conduct regular, documented inspections of the worksite and equipment to ensure a safe environment.
  • Performance monitoring: Use performance metrics, safety audits, and incident data to evaluate the effectiveness of safety initiatives.
  • Legal compliance: Stay current with all relevant local, national, and international health and safety laws and regulations.
  • Incident investigation: Create a process for investigating incidents and near-misses to determine the root cause and implement corrective measures.
  • Training and education: Provide workers with the necessary training to identify and control hazards, use safety equipment, and follow safety procedures.
  • Worker involvement: Engage workers in decision-making and problem-solving related to safety issues. This fosters a safety-conscious culture.
  • Emergency preparedness: Develop and communicate plans for foreseeable emergency scenarios, such as fires or medical incidents.
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  • Account for indirect costs (preliminaries). Include project-specific overhead costs in your estimate. These can include project management salaries, site offices, temporary facilities, permits, and insurance.
  • Calculate overhead and profit. Determine your company's general overhead costs (office rent, utilities) and apply a profit margin. These are typically added as a percentage of the total project costs.
  • Add contingency and risk. Include an amount to cover unexpected costs, delays, and potential risks. This is based on your risk assessment and the complexity of the project.
  • Summarize and formalize the bid. Consolidate all costs into the final bid summary. Ensure your figures align with the tender's format and all required documentation is included.
  • Conduct a final review. Before submission, have another person review the entire bid for accuracy, compliance with tender instructions, and clear, professional language. Check for any typos or numerical errors.
  • Submit on time. Adhere strictly to the submission deadline. Late submissions are almost always disqualified.

Project Scheduling

Scheduling involves defining project scope, identifying and sequencing tasks, estimating durations, allocating resources, and creating a timeline. Key steps also include establishing milestones, monitoring progress, and making necessary adjustments.

Project scheduling steps:
Define the project scope and objectives
  • Determine the project's goals, deliverables, and final deadline.
  • Identify all key stakeholders, or people who need to be involved.
Estimate resources and durations others can start
  • Assign the necessary resources (people, equipment, budget) to each task.
  • Estimate the time each task will take, which can be done with input from the team.
Break down and sequence tasks
  • List all tasks and milestones required to complete the project.
  • Identify dependencies between tasks to understand which ones must be completed before others can start.
  • Group or cluster similar tasks to manage them more efficiently.
Create the timeline and milestones
  • Establish a timeline based on the task durations and dependencies.
  • Use methods like the critical path analysis to find the longest sequence of tasks that determines the project's minimum duration.
  • Set clear deadlines for tasks and milestones to keep the project on track.
Monitoring and adapting
  • Share the finalized schedule with team and stakeholders.
  • Track progress and report on it regularly.
  • Be flexible and make necessary changes to the schedule as the project progresses.
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