RIB 4.0 · Project controls
Take control of your project’s financial outcome.
What has been committed, what has already been delivered and what will the remaining work cost? RIB 4.0 brings estimates, procurement, site progress and actual costs together. This gives you and the project team a shared basis for assessing the forecast result at completion and deciding where action is needed.
A budget that reflects how the project is built
The estimate provides the starting point for the project budget. You organise cost control by site area, construction phase or activity and link estimate line items to the relevant controlling units. This allows you to compare budget and costs at a level where the project team can take action.
Budgeted quantities, hours and resources remain available to support the figures. The agreed budget stays as the baseline while you update expectations for the remaining work. This keeps deviations from the original assumptions visible and explainable.
Compare procurement commitments with the budget
Purchase orders and subcontract agreements fix part of the expected cost. Procurement packages preserve the link to the estimate. You compare agreed quantities and prices with the allocated budget and assess procurement gains or losses as soon as agreements are in place.
This information feeds into the forecast. You retain a view of what has been ordered, what still needs to be procured and which commitments will lead to future costs.
Assess actual costs alongside site progress
Delivery notes, subcontractor progress statements, timesheets and equipment records provide information from the site. They make work performed and preliminary costs visible before the invoice is processed. Integration with the financial system also helps you reconcile posted costs and timing differences.
Comparing actual hours and resource consumption with the budgeted allowance for the work completed reveals productivity variances. Together with the project team, you assess what these mean for the remaining work.
From remaining work to forecast final cost
The forecast estimate sets out what the remaining work is expected to cost: the cost to complete. Current quantities, procurement prices, productivity assumptions and changes to construction methods provide the basis. Variations and known risks are included according to their status.
Actual costs and remaining costs together form the forecast final cost. Outstanding commitments are considered alongside what has already been delivered or completed, so costs are not counted twice. Comparing this forecast with the budget and expected revenue reveals the forecast project result.
Plan revenue and funding needs over time
The link with scheduling allows you to distribute planned work and sales values across future periods. This supports revenue planning for each project and helps you assess the effect of changes to the construction schedule.
Revenue, invoicing and cash receipts do not necessarily fall in the same period. Including expected costs and payment dates gives you a basis for assessing cash flow and the funding needed to bridge the gap.
