c = complete m = major g = general
* = only if Manager suspects a variance may have occurred
1. PROGRAM
- Update overall target schedule to represent actual achievements[c, m]
- Re-program if required. Add major variations [c]
- Review medium range schedules [c,m]
- Purchasing (timing & expected value)
- Structure
- finishes
- particular sections/objectives
- Ensure all major goals on overall target schedules are covered by a detailed program [c,m,g]
2. VARIATION
- Ensure all known (Head Contract) variations are on the variaation schedule [c, m, g]
- Include all items on client wish list that have not been cancelled
- PC Sums handed back toclient by way of variations listed as Ballpark value pending client approval
- All approval variations confirmed in writing
- List all outstanding variations to confirm the safe project income [c,m]
3. ACCOUNTS RECEIVABLE
- Review Accounts Receivable to see that client billing and cash receipts are satisfactory. If not, detailed review of why not [c,m,g]. Project Managers should always try to achieve Cash Receipts equal to (or in excess of) approved for payment, but in the worst case , received should be greater than paid.
- Ensure all sundry invoices for sale of demolition or unwanted goods are processed [c,m,g]
4. PURCHASING
- Review all purchasing, confirmation that: [c]
- letting will allow sufficient lead time and not delay project
- full scope of works included (not left for future)
- where we are taking risk on Quantity (Schedule of rates) that a Bulk Order Summary is completed by logical stages to allow performance/achievement along the way
- Although the commitments have not been made, indications of variance are often evident and should be taken into account utilising the “Budget not Committed” facet in the Final Forecast Program [c]
5. PROJECT REVIEW (Final Forecast)
- Review all variations outstanding form suppliers and subcontractors and ensure that all agreed commitments have been raised as amendments and a reasonable provision for outstanding claims has been made [c,m,g]
- Review all variations outstanding and ensure provision is made to execute all worked required to complete the project (whether variations approved or not ) i.e. Rock in footing has to be done and paid to complete project while curtains in the front entry are only executed if approved [c,m]
- Review outstanding budgets to determine if they are required and if son, is the budget allowance sufficient [c,m]
- Check the bulk schedule of rates materials and subcontracts. Confirm fixed achievements/delivered to site and measure requirements to complete (bricks, concrete, etc) [c, *, *]
- Where an order or subcontract is based on schedule of rates and the final value is subject to measure, such as brick and concrete supply, then a a Bulk Order Summary (F04-46) should have been created on a basis for valuing the order at time of commitment. This is now assessed with actual stage compared to determine any revision to final forecast required [c]
- Check all labour orders for achieved rate and forecast to revised project completion date [c,*, *]
- As the project Team work through the Project Review, they need to review the subcontract scopes and check lists to update their To-Do schedules [ ]
- Review all labour on team times duration to ensure the sum and individual allowances are sufficient [c,*,*]
- Risk2Do. With version N this process is formalised within the Project Review procedure [ ]
- Cash Flow prediction. Establish/review of al active projects [ ]
6. PROJECT CONTRIBUTION
Having completed the foregoing, the Project Manager should then make a written statement of the project status. This would include:
- Project Cost Report (7-06)- The Project Managers makes a recommendation to the Profit Centre Manager/Director of the projected final income and management turnover as this may only be entered into the system by the Profit Centre Manager/Director. (Note: If no entry is made, then no changes to the figures are reported in Project Contribution Report, for the General Ledger)
- Copy of any allocation management (7-05) with a variance greater than either 5% of Allocation Value or $1,500.00 with an explanation of the Variance by the Project Manager.
- Cost Report Contract Value review- Cost Report Review Summary(F07/010
- A summary check list on the project (F07/02)
- Quality Management control and review procedures that could include reports from:
- Architect
- Electrical Engineer
- Mechanical Engineer
- Loss Control Management
- Safety and Certificate of Compliance with relevant reports by specialist subcontractors/suppliers
- Any detailed support documents required
