Construction joint ventures
Project cost control starts before work begins on site.
A construction joint venture brings several contractors together on one project. We help prepare project monitoring from the tender stage and support the project management team during construction.
Our controllers work on construction projects themselves. We know what information will be needed to assess progress, costs and the expected project result. That experience informs the decisions you make when estimating and setting up your project.
Starting at the tender stage
Plan early for what you need to monitor later.
Project cost control often comes into focus only when construction starts. By then, decisions have already been made about master data, estimating and the project breakdown. Those decisions affect whether budgets, procurement and site records can be aligned later.
To assess productivity for an activity during construction, you need the budget, recorded hours and completed quantities at a comparable level of detail. That starts with how the estimate is structured.
Involving us during the tender stage helps prepare that connection. Together with estimating, procurement, site management and accounting, we establish what information is needed and how it will be recorded throughout the project.
A useful project breakdown
Which work areas, structures and activities do you need to assess separately? We look at how that breakdown connects to the estimate and the subsequent working budget.
Agreed master data
We align codes, resources, units and cost types. This helps reuse information from the estimate and keeps site records comparable during construction.
A handover that goes beyond the budget
We consider the quantities, productivity assumptions and risks behind the price. That knowledge also needs to reach the team delivering the work.
Different partners, agreed ways of working.
Each partner brings its own people, working methods and systems. Together, we agree how the joint venture’s project data will be structured, who supplies the information and who checks it.
We look at how labour and equipment use, purchase commitments, progress and costs feed into project monitoring. The connection between the partners’ records and the joint venture’s administration also needs attention.
This gives project management and the partners a shared basis for discussing the figures and assumptions. Differences are explained, and changes to the forecast can be traced.
A controller working alongside project management.
During construction, we prepare reports and discuss them with the project team. We compare budget, progress and actual costs and examine the work still to be done. Purchase commitments, variations, price adjustments and risks are reflected in the forecast at completion.
We also monitor labour hours and productivity and examine how progress statements, invoicing and cash flow fit together. The tasks and reporting frequency are agreed to suit the project.
Has work already started? We begin with the available data and existing software. Where information is missing, we also examine the records and working arrangements behind it.
You can involve us in process analysis and system configuration or bring in a controller for ongoing project monitoring. Our experience in both types of work helps keep system setup aligned with day-to-day use.
In practice · THV Civiel Linkeroever
From financial totals to monitoring each activity.
At THV Civiel Linkeroever, we configured the existing KPD environment for operational project reporting. Budget, progress and costs were brought together at activity level. A Teamservices controller worked on site with the project team.
Applications used: KPD Bouwoffice and KPD WIC
Project value · approximately
- work areas
- 6
- civil structures
- ± 100
- duration
- 8 years
Preparing a tender or already working on site?
Let’s discuss which decisions need attention now and where your team could use support.
