RIB 4.0 · Project management
Stay in control of delivery and results.
As a project manager, you bring site operations, agreements and financial information together. In RIB 4.0, you build on your colleagues’ estimates and procurement packages. Progress, changes and forecasts show where your project stands and which decisions need your attention today.
A project budget your team can work with
At the handover to delivery, you need to understand what sits behind the budget. The estimate sets out the planned quantities, hours, resources and construction methods. Together with the estimator, you develop that basis for the work on site.
Organising project controls by construction phase, site area or activity lets you discuss variances at a level the team recognises. The original budget remains available as a reference throughout delivery.
Procurement decisions with the budget in view
Requests for quotation, purchase orders and subcontract agreements connect to procurement packages and the estimate. Together with procurement, you assess what a supplier, quantity or construction method means for the allocated budget.
Follow-up continues after the order is placed. Deliveries and recorded performance show which part of the agreement has been fulfilled and which commitments remain outstanding.
Bring schedules, progress and revenue together
The schedule sets out when work should take place and which resources it needs. Progress reported from site helps you discuss where delivery is falling behind and what needs to be rearranged.
Linking activities to sales values also supports revenue forecasting. Changes in the schedule can be reflected in the expected revenue for each period. Invoicing and payment are tracked according to the contractual arrangements.
Follow variations through to settlement
A change in quantity, additional work or a different construction method needs clear follow-up. You keep the supporting information and status of additions and omissions together, including their effect on costs and revenue.
This makes it clear what still needs to be quoted, discussed or approved. Taking that status into account in the forecast keeps potential additional revenue identifiable as an expectation.
Look ahead to the final project outcome
Together with the project controller, you assess the expected cost of the remaining work. Current purchase prices, quantities and productivity assumptions provide the basis for the forecast estimate.
Actual costs and the expected remaining costs together form the forecast final cost. You discuss the main variances with the project team and turn them into practical actions for the weeks ahead.
