Plan and Site Fact Not Linked
CriticalWorks are recorded at a different level of detail than the estimate and schedule.
- Consequences
- Delays and losses are identified late.
Business area digitalisation analysis
General and specialised construction digitalisation
How to integrate the bill of quantities, schedule, contractors, site, quality and billing into a single project control process
- Digital maturity
- medium
- Digitalisation potential
- 81/100
- Biggest challenge
- Plan and Site Fact Not Linked
- Biggest opportunity
- Integrated construction project control
In this business area, the greatest value will be created by integrated construction project control. It is recommended to start with a clearly limited first process and expand the solution in stages.
General and specialist construction operating model
The contractor's operating model is based on work packages, to which quantities, timelines, subcontractors, materials, quality requirements and commercial terms are assigned. The digital process must maintain the same package from estimate to acceptance and completion recording.
Plan and actuals change daily
The schedule is constantly affected by design decisions, supply, weather conditions, crew capacities and work by other contractors.
High dependency on subcontractors
Information quality and timelines depend on the work discipline of many external teams.
Commercial significance of changes
A technical change can alter the price, timeline, material requirements and responsibility.
Data is created on the construction site
The most valuable information arises at the workplace, so the process must work on mobile and without complicated re-entry.
Market and technology context
Contractors are moving from document accumulation to real-time project control, where site actuals are linked to schedule, budget, changes and reporting. The greatest practical value today is created by mobile data capture and a unified work structure.
- Margin and cash flow pressureContractors need to see variance before month-end close, not after it.
- Mobile construction site expansionTasks, inspections and evidence must be recorded where the work is performed.
- Building Information Modelling (BIM) and works data integrationThe value of the model increases when its elements are linked to work packages, quantities and progress.
- Automated progress assessmentImages and models can help identify variances if the work structure and actual data are reliable.
Typical Operating Chain
01
Tender and contract scope
Quantities, work packages, deadlines, risks and commercial assumptions are estimated.
02
Preparation for construction
Detailed schedule, procurement, subcontractors, teams and information requirements are specified.
03
Work allocation
Work packages are assigned to responsible teams with relevant drawings, quantities and deadlines.
04
Site Fact and Control
Progress, consumed materials, obstacles, inspections, defects and changes are recorded.
05
Acceptance and Sign-off
Actual quantities, proof of completion, additional works and invoices are confirmed.
06
Handover and Warranty
Defects are closed, documents are handed over and warranty obligation history is managed.
Digital maturity model for the business area
0
Construction site managed by messages and paper
Tasks, progress, changes, inspections and proof of completion are communicated verbally, via messages or paper forms, leaving no reliable project actuals.
1
Separate project files and messages
Schedules, tasks, photographs, changes and reports are managed through different channels.
2
Digital project tools
Separate estimating, project and construction site systems are used, but plan versus actuals are reconciled manually between them.
3
Unified work package process Typical current situation
Task, progress, quality, change and acceptance are linked to the same work package.
4
Real-time commercial control Target
Schedule, quantities, costs, changes and invoicing are updated quickly enough for decision-making during the project.
5
Predictable project portfolio
Historical data and AI help anticipate delay, margin, supply and quality risks across different projects.
Key finding
Project margin is lost when construction site actuals, additional works and quality evidence reach commercial control too late. A mobile workflow for a single work package makes it possible to connect actual completion with acceptance and recording first.
The first priority is a mobile workflow for a single work package from task and current information to progress, quality inspection, acceptance and recording.