RIB 4.0 · Planning
A schedule that connects construction and revenue.
When will each part of the work be carried out, which resources are needed and what revenue do you expect? In RIB 4.0, you connect the schedule with the estimate and site progress. The same project data supports construction planning, cost planning and revenue forecasts.
From activities to a workable construction schedule
RIB 4.0 has its own scheduling module. Build your schedule with activities, dependencies and milestones, organised by construction phase and work zone. The Gantt chart and critical path help you assess the sequence of work and the impact of changes.
Does your organisation use Primavera, Microsoft Project or Asta? Integrations with these tools are also possible. Together, we define which scheduling data is exchanged and how it connects to estimating and project monitoring in RIB 4.0.
Plan revenue based on the scheduled work
What revenue do you expect next month, next quarter or next year? By linking activities to project quantities and sales values, you translate the planned work into a revenue forecast for each period.
This makes it clear which work underpins the expected revenue. When a construction phase shifts or a quantity changes, you can update the revenue plan accordingly. Individual project forecasts can then be combined into a company-wide overview. Planning, project management and controlling can discuss revenue using the same assumptions.
Use quantities and hours to plan resource deployment
By linking estimate line items to activities, you use budgeted quantities, hours and resources to substantiate staffing, equipment needs and durations. Align crews and equipment with expected productivity and available capacity.
The schedule also guides procurement and logistics: when must materials, machines and subcontractors be available? Placing those requirements on the timeline helps the relevant teams coordinate their preparations and deliveries.
Turn site progress into an up-to-date schedule
During construction, compare recorded progress for each activity with the schedule. Together with the project manager, assess the remaining work and the impact of changes in quantities, productivity or construction methods.
Use this information to update the remaining activities. You can then discuss how a change affects the completion date, resource deployment and expected revenue in the coming periods.
Consider costs, revenue and funding needs together
Linking budgeted costs and sales values to the planned work provides a basis for comparing costs and revenue over time. A different sequence of work can affect both expected revenue and the funding required.
Revenue, invoicing and cash receipts do not necessarily fall in the same period. By including expected invoicing and payment dates, you can assess how much upfront funding the project needs and when that need will peak.
