CONSTRUCTION

MANAGEMENT

This is a report to demonstrate my technical competence in

construction and construction management and the failures and

challenges I've endured

Project Report 2for registration as Construction Manager

1 | P a g e

Table of Contents Introduction ................................................................................................................................ 2

1. Project Integration Management ....................................................................................... 3

2. Project Scope Management .............................................................................................. 3

3. Project Time Management ................................................................................................ 3

4. Project Cost Management ................................................................................................. 4

5. Project Quality Management ............................................................................................. 5

6. Project Human Resources Management........................................................................... 5

7. Project Communication Management ............................................................................... 5

8. Project Risk Management Including Health and Safety Issues ......................................... 5

9. Project Procurement Management .................................................................................... 5

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Introduction I am writing this report to demonstrate to the SACPCMP, my technical

competence in construction, as well as my construction management

competence. I will to this by referring to the Reseal of Route R61 between

Mthatha and Libode in the Eastern Cape. This report will illustrate my co-

ordination of construction processes and my understanding of the

construction contracts. I will endeavour to illustrate to the SACPCMP that I

deserve to be awarded registration as Construction Manager (Pr.CM). I hope

that the reader will find this report as enjoyable as I found writing it. No

project can be successful without a team; I will thus refer to us we and team; it

does not however mean that I did not instigate the plan or that I was not

involve in the execution of it.

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1. Project Integration Management

The integration of processes in a project, although challenging is much easier for me than

integrating different people from different backgrounds, walks of life, ages, genders and

believes. This can be and was the most frustrating and most challenging the integration

management process. Due to the fact that we were awarded the contract unexpectedly we

recruited people from other companies with a different organisational culture to us. This

caused a lot of after-hours friction that spilled into working hours. We overcame this by

mixing the new and old employees in the accommodation quarters and enforced the one

team, one goal mantra in everything that we did. Social team gatherings outside of working

hours further cemented the bonds of a team among the people.

2. Project Scope Management The younger foreman and engineers and lower tier sub-contractors did not always understand

the full scope and what was expected from them. The problem was that a team had to put

together haphazardly to accommodate the award of the unexpected contract that placed an

unnecessary strain on the company’s already overloaded resources. This led to individuals

being placed in positions that they weren’t entirely ready for. Local sub-contractors had to be

employed that was not familiarly with our way of working and some did not understand what

was expected from them. We remedied this by having regular daily informal 1-on-1

clarification meetings led by me; this was further enforced by the weekly production and

weekly technical meetings. The “each one lead one approach” also helped to equip people

better. All engineers and junior foreman had a weekly mentoring session with me or another

senior staff member so that we could guide and steer them in the right direction.

3. Project Time Management All through my career I’ve noticed a common trait in most construction personal, the joke is

that foreman and paperwork don’t go together. It was a daily task for the assistant contracts

administrator to wring out the daily reports out of the relevant people that had to supply them.

Although they had set times to hand in the reports they always had an excuse as to why it

was late. This meant that we couldn’t accurately gauge progress and one could not see if the

job was heading in the right direction and if intervention was necessary. Again I employed the

“each one lead one” approach, the responsibility of completing the sheets were placed upon

the team as a whole and if anybody slipped up the team as a whole was penalised and lost

certain luxuries for example no braai at the production meeting. This rule also applied to any

targets that were not met or any weekly lags that were not rectified before the end of that

week.

4 | P a g e

Time management were also extremely hampered by the Transkei region’s summer rainfall

pattern. The inclement weather also brought sudden drop in ambient and road temperatures.

We were spraying rubber bitumen, this product could only be sprayed at ambient temperature

15˚C and rising and road temperatures of 25 ˚C, ambient temperatures in the late afternoon

would often drop from 20 ˚C to below 15 ˚C within a few hours.

This gave us a spraying window of 5 hours per day, we utilised this by checking the weather

at 3 a.m. to make sure that mixing could start as it took five hours to mix the product. We

added an extra distributor to the two we had on site, one distributor did not spray but would

circulate the product, the product had to be circulated for 3 hours before spraying and

circulation could not happen in the static storage tank. We started cleaning the road at five in

the morning and closed the access roads onto our job and diverted traffic onto other back

roads. We would then have 70 000 litres out of a target of 105 000 litres ready to spray at 8

a.m., but due to the temperatures we would normally start spraying at 9 am. The first

distributor would be empty at 11 a.m. and would go back to the depot to fill up. We would

finish the second distributor by 1 p.m. by which time the first one would be back with the last

35 000 litres for the day, we would finish spraying at 3 p.m. and clean up and complete the

production for the day in the remaining two hours. This allowed us to finish on time and within

budget.

4. Project Cost Management The cost management on the job was the most efficient area of the project, the only

frustration being the site paperwork that did not come in on time. Foreman taking delivery of

goods and then losing the delivery notes, resulting in the cost not being recorded on the

Goods received sheet (GRS), resulting in an under cost on the site and thus reflecting profits

that we did not make. This was remedied by employing the all costs must have an order, at

the end of the month the site clerk had to attach the order to a delivery note before it could be

entered into the GRS; if the Proof of delivery was not there it was ask from the supplier.

However before I reported on the cost of the project, I would link all revenue to items in the bill

of quantities and evaluate it actual costs versus budgeted costs. This would then indicate

profits and losses and which bill items (labour, plant and material) is responsible for the

difference, this meant that a huge profit against an item may mean that the cost was not

allocated to the item correctly, production cannot spike as high as too justify the high profit. I

would then hold back this profit from my report and release it when the mistake becomes

evident. That means that cost is allocated where and when it is supposed to and is not falsely

reported.

5 | P a g e

5. Project Quality Management The experience of the junior staff members, proved challenging once again although we

employed the checklists, we still had reworks and failures on some of the lesser important

items of the project. We overcame this by employing a compliance officer, who just travelled

up and down the site making sure that we complied with the technical and quality

requirements of the project. He also acted as mentor on issues of quality and this solved our

quality management issues we encountered at that point.

6. Project Human Resources Management Providing accommodation to on-site permanent employees might seem a novel idea, but this

was the most frustrating area of the project. Issues that employees had with each other on

site might spill to after hours and vice versa. I set up a housing committee in the staff and

labour accommodation units. The committees were responsible for sorting short term issues

and minor infringements.

7. Project Communication Management Items mailed to the head office had a tendency to vanish between the site office mailing it and

the head office receiving it. This lead to a lot of hold ups in paying invoices, often resulting in

critical accounts being closed due to non-payment. I advocated for the employment of a

document controller at the HO, who would not just receive mail, but would also note per item

which mail was received, who it came from and where was it distributed to. It was always

peculiar that only certain accounts payable clerk’s invoices went missing.

8. Project Risk Management Including Health and

Safety Issues Health and safety issues were dealt with in accordance with the company OHS and

environment policy and site specific health and safety plan.

9. Project Procurement Management

Applying for credit was a challenge at times, it use to take about two weeks for our head office

to complete the forms, and send to the creditor. In some instances goods had to be sourced

from far afield resulting in long leads, when we could’ve procured it locally.

Appendix 1

Project Scope Management

Project HR Management

Project Cost Management

Project Risk Management

Project Time Management

Project Procurement

Project Quality Management Project Coms

Management

Governments Commitment to Service

Delivery

SANRAL’s Implementation

Strategy

Engineers KV3

Contractor H&I

Vision, Procedures, Systems

Vision, Procedures, Systems

Project Team

Project Team

Mthatha to Libode Project

Project Integration DiagramAppendix 2

Off-Site Contracts ManagerAdrian Robinson

Client’s RepresentativeRob Damhuis

EngineerPieter Bester

REHarold Webster

ARE REBECCA MOLOPE

Project ManagerMorne Windvogel

Project Engineer-Surfacing

Sive Rala-Ra

Project Engineer – Drainage and Earthworks

MK Mojalefu

Project Engineer – Concrete and Sub-

contractorsWiseman Dladla

Site AdministratorEstronita Adonis

OHSE Officer/Ass Site Administrator

Kim Samson

Workshop ManagerEnoch Damasa

Service MechanicSandile Ncweba

Workshop ClerkBarry Russel

Site DriverMando Ngubane

SupervisorGeelbooi Bere

SupervisorVekile Joza

PatchingEast-Coast Asphalt

ForemanEric Tabata

ConcreteMbata Construction

Traffic ManagementJola Construction

Appendix 3

Daily Informal 1-on-1

Critical Technical Issue

Raise Site Request to RE, inform

Contract Manager

Wait for Reply before work

continues

Not critical Tech Issue

Discuss at Weekly

Production Meeting

Issue resolved and Closed out

Issue unresolved

Discuss at Weekly site

Technical Meeting

Issue Resolved and Closed Out

Issue unresolved

Escalate to Monthly Site

Technical Meeting

Issue Resolved and Close out

Solution MinutedRE Issue Site

Instruction to PMWork carried out as

per SI

RE Issues SI

Work Carried out as per SI

RE Issues SI

Work Carried out as per SI

Technical Issue Resolution FlowchartAppendix 4

Scope Change discovered

Scope/Management Resolution Flowchart

Raise SR to RE Re Agrees Scope Change

Escalates to Engineer Engineer Agrees

Engineer Informs Client

Client Agrees

Instructs Engineer to issue VO

Issue Resolved

Re disagrees

Escalate to Contracts Manager

Appendix 5

ID Task Name Duration Start Finish

1 MTHATHA TO LIBODE 108 days Mon 1/10/07 Tue 15/04/08

2 Establishment 10 days Mon 1/10/07 Fri 12/10/07

3 Crushing of Aggregate 61 days Mon 1/10/07 Fri 25/01/08

4 Precoating Aggregate 60 days Wed 31/10/07 Thu 28/02/08

5 Haul Aggregate 48 days Tue 27/11/07 Thu 6/03/08

6 Stormwater Pipe 20 days Mon 22/10/07 Thu 22/11/07

7 Concrete Slab for Taxies 31 days Thu 10/01/08 Thu 28/02/08

8 Earthworks and Layerworks 10 days Thu 10/01/08 Wed 23/01/08

9 Formwork and Re-Inforcing 7 days Thu 24/01/08 Thu 7/02/08

10 Concrete 5 days Mon 4/02/08 Fri 8/02/08

11 Guide Blocks 5 days Mon 11/02/08 Mon 18/02/08

12 Gabions 3 days Tue 19/02/08 Thu 21/02/08

13 Finishing off work 5 days Fri 22/02/08 Thu 28/02/08

14 Clean Side Drains 20 days Mon 5/11/07 Tue 4/12/07

15 Concrete Lined Side Drain(sv 0.45 - sv 0.69) 10 days Tue 4/03/08 Mon 17/03/08

16 Rural Patching 30 days Mon 5/11/07 Mon 14/01/08

17 Hand Patching(328.33m2) 10 days Mon 5/11/07 Mon 19/11/07

18 Edgebreaks(9000m) 30 days Mon 5/11/07 Mon 14/01/08

19 Slurry(20m3) 10 days Mon 12/11/07 Tue 27/11/07

20 Urban Patching 25 days Mon 21/01/08 Mon 3/03/08

21 Patching BTB(197m2) 5 days Mon 21/01/08 Fri 25/01/08

22 Mill and Replace Asphalt 20 days Thu 31/01/08 Mon 3/03/08

23 Fencing 50 days Wed 31/10/07 Wed 13/02/08

24 Construct Bellmouths and Busbays 20 days Mon 5/11/07 Tue 4/12/07

25 Edgebeams 40 days Mon 5/11/07 Thu 31/01/08

26 Kerbing 20 days Fri 8/02/08 Mon 10/03/08

27 Guardrails 10 days Thu 27/03/08 Wed 9/04/08

28 Seal 50 days Mon 14/01/08 Fri 4/04/08

29 Section 1 - km 26.8 - km 21.8 16 days Tue 19/02/08 Wed 12/03/08

30 19mm LHS 3 days Tue 19/02/08 Thu 21/02/08

31 6.7mm LHS 1 day Fri 22/02/08 Fri 22/02/08

32 Fogspray LHS 2 days Mon 25/02/08 Tue 26/02/08

33 19mm RHS 3 days Wed 5/03/08 Fri 7/03/08

34 6.7mm RHS 1 day Mon 10/03/08 Mon 10/03/08

35 Fogspray RHS 2 days Tue 11/03/08 Wed 12/03/08

36 Section 2 - km 21.8 - km 16.8 17 days Mon 14/01/08 Mon 11/02/08

37 Patch 22.300(1020m2) 1 day Mon 14/01/08 Mon 14/01/08

38 19mm LHS 3 days Mon 14/01/08 Wed 16/01/08

39 6.7mm LHS 1 day Thu 17/01/08 Thu 17/01/08

40 Fogspray LHS 2 days Mon 21/01/08 Tue 22/01/08

41 19mm RHS 3 days Mon 4/02/08 Wed 6/02/08

42 6.7mm RHS 1 day Thu 7/02/08 Thu 7/02/08

43 Fogspray RHS 2 days Fri 8/02/08 Mon 11/02/08

44 Section 3 - km 16.8 - km 11.8 16 days Mon 25/02/08 Tue 18/03/08

45 19mm LHS 3 days Mon 25/02/08 Wed 27/02/08

46 6.7mm LHS 1 day Thu 28/02/08 Thu 28/02/08

47 Fogspray LHS 2 days Mon 3/03/08 Tue 4/03/08

48 19mm RHS 3 days Tue 11/03/08 Thu 13/03/08

49 6.7mm RHS 1 day Fri 14/03/08 Fri 14/03/08

50 Fogspray RHS 2 days Mon 17/03/08 Tue 18/03/08

51 Section 4 - km 11.8 - km 6.8 49 days Tue 15/01/08 Fri 4/04/08

52 Patch 13400(1920m2) 1 day Tue 15/01/08 Tue 15/01/08

53 19mm LHS 3 days Wed 23/01/08 Fri 25/01/08

54 6.7mm LHS 1 day Thu 31/01/08 Thu 31/01/08

55 Fogspray LHS 2 days Mon 4/02/08 Tue 5/02/08

Sep Oct Nov Dec Jan Feb Mar Apr May Jun3rd Quarter 4th Quarter 1st Quarter 2nd Quarter

Task

Critical Task

Milestone

Summary

Rolled Up Task

Rolled Up Critical Task

Rolled Up Milestone

Rolled Up Progress

Split

External Tasks

Project Summary

External Milestone

Inactive Task

Inactive Milestone

Inactive Summary

Manual Task

Duration-only

Manual Summary Rollup

Manual Summary

Start-only

Finish-only

Progress

Deadline

Page 1

Project: RESEAL R61 - MTHATHA TODate: Fri 10/08/12

ID Task Name Duration Start Finish

56 19mm RHS 3 days Fri 8/02/08 Tue 12/02/08

57 6.7mm RHS 1 day Wed 13/02/08 Wed 13/02/08

58 Fogspray RHS 2 days Thu 14/02/08 Mon 18/02/08

59 Patch sv 6500 (980m2) 1 day Wed 16/01/08 Wed 16/01/08

60 Section 5 - km 6.8 to Km 0.45 11 days Mon 17/03/08 Fri 4/04/08

61 19mm LHS 2 days Mon 17/03/08 Tue 18/03/08

62 6.7mm LHS 1 day Wed 19/03/08 Wed 19/03/08

63 Fogspray LHS 2 days Thu 20/03/08 Thu 27/03/08

64 19mm RHS 3 days Fri 28/03/08 Tue 1/04/08

65 6.7mm RHS 1 day Wed 2/04/08 Wed 2/04/08

66 Fogspray RHS 2 days Thu 3/04/08 Fri 4/04/08

67 Roadmarking 20 days Wed 12/03/08 Mon 14/04/08

68 Roadstuds 15 days Wed 19/03/08 Mon 14/04/08

69 Completion Date 1 day Tue 15/04/08 Tue 15/04/08

Sep Oct Nov Dec Jan Feb Mar Apr May Jun3rd Quarter 4th Quarter 1st Quarter 2nd Quarter

Task

Critical Task

Milestone

Summary

Rolled Up Task

Rolled Up Critical Task

Rolled Up Milestone

Rolled Up Progress

Split

External Tasks

Project Summary

External Milestone

Inactive Task

Inactive Milestone

Inactive Summary

Manual Task

Duration-only

Manual Summary Rollup

Manual Summary

Start-only

Finish-only

Progress

Deadline

Page 2

Project: RESEAL R61 - MTHATHA TODate: Fri 10/08/12

MONTH : NOV '07 SHEET 4

SIGNATURE: ..........................…

24001 24101 24201 28001 40001 40101 42001 46001 46201 48001 48101 03002 23002 24002 40002 42002 46002 46302 48002 24302

NO DATE SUPPLIER DESCRIPTION QTYORDER

NO. INVOICE NO. TOTAL

CO

DE

SUNDRIE

S

ADMIN

FEES

INSURAN

CE

SITE

ASSSETS

INT.

PLANT

PLANT

EST.

EXT.

PLANTLABOUR SALARIES

SUB

CONTRA

CTOR

SUB

CONTRA

CTOR

ESTAB

MATERIAL FUELSUNDRIE

S

INT.

PLANT

EXT.

PLANTLABOUR

OPERAT

ORS

SUB

CONTRA

CTOR

ESCAL

ATION

1 29.10.07 Corpclo 250 CC Trust Rentals -Single Quarters 1 N/A N/A 8,500.00 24001 8,500.00

2 29.10.07 Corpclo 250 CC Trust Rentals - M. Windvogel 1 N/A N/A 6,000.00 24001 6,000.00

3 29.10.07 Haw & Inglis LAA 4 N/A N/A 3,000.00 24001 3,000.00

4 26.10.07 Lillie's Sales & Services PPE, Safety Boots, Reflec. Vests Var 328037 INV30082 6,105.18 24001 6,105.18

5 26.10.07 Cashbuild Cement, Level Line, Level Famastil 900mm 7 328048 191168 365.48 24001 365.48

6 26.10.07 Cashbuild Cement Commons 7 mpa (yard) 2000 328050 191202 4,006.93 24001 4,006.93

7 29.10.07 Wild Coast Property Trust Rental 1 N/A N/A 5,500.00 24001 5,500.00

8 30.10.07 Leon's Estate Rental ( Occupational 26-31 Oct. 2007) 1 N/A N/A 1,166.67 24001 1,166.67

9 26.10.07 Radio & Computer Network Stationary Var 328042 INV16157 1,035.96 24001 1,035.96

10 29.10.07 Radio & Computer Network Stationary Var 328055 INV16173 827.68 24001 827.68

11 29.10.07 Cashbuild Straight Edge 2.5m 1 328053 191369 124.52 24001 124.52

12 26.10.07 UTI Sun Couriers Parcel 1 328046 SUBBD05590584 500.00 24001 500.00

13 26.10.07 Savoy Hotel Accommodation 1 N/A N/A 586.60 24001 586.60

14 30.10.07 Cashbuild Cement, Plastic Float, Brush whiite wash Var 328056 191476 306.71 24001 306.71

15 01.11.07 UTI Sun Couriers Parcel 1 328046 SUBCD12857948 500.00 24001 500.00

16 27.10.07 Budget Car Hire Mr. F. Scholtz (TIIDA 1.6 Visia- H31) 1 326235 BS32358G01/A1 231.24 24001 231.24

17 01.11.07 Cementile Products 0.33m FIG 8 Rollover 150 328038 INV48906 5,188.50 03002 5,188.50

18 02.11.07 M4 Courier cc 1 Bag chain 1 328060 0959517 100.00 24001 100.00

19 01.11.07 Hillcrest H & I Full set of Fulton's concrete technology 1 N/A MTD69520 1,270.00 24001 1,270.00

20 02.11.07 Rocla Pipes (rubber collar 600mm) 33 328023 DELN. NGD06597 46,379.52 03002 46,379.52

21 26.10.07 Rocla Pipes (rubber collar 900mm) 16 328023 DELN. NGD06586 50,595.84 03002 50,595.84

22 31.10.07 Rocla Pipes (rubber collar 900mm) 21 328023 DELN.NGD06598 66,407.04 03002 66,407.04

23 31.10.07 ITEC Wild Coast Rental of fax machine 1 328071 WCAI2826 220.00 24001 220.00

24 31.10.07 ITEC Wild Coast Rental of digital copy machine 1 328071 WCAI2827 360.00 24001 360.00

25 06.11.07 Haw & Inglis Petty Cash Claim No. 4 Var N/A Petty Cash Claim 3,288.49 24001 3,288.49

26 05.11.07 Build-it Gumboots, Cane knife etc 10 328095 INV0285 642.54 24001 642.54

27 06.11.07 Radio & Computer Network Stationary 1 328064 INV16245 175.44 24001 175.44

28 06.11.07 Build-it Padlocks, Plastering trowels etc. Var 328070 INV0375 232.15 24001 232.15

29 26.10.07 Mthatha Concrete Supplies Concrete 3m³ 328049 DELN.3518 3,417.84 03002 3,417.84

30 30.10.07 Mthatha Concrete Supplies Concrete 3m³ 328049 DELN.3535 3,417.84 03002 3,417.84

31 29.10.07 Mthatha Concrete Supplies Concrete 3m³ 328049 DELN3532 4,557.12 03002 4,557.12

32 07.11.07 KSD Municipality Electricity N/A N/A N/A 7,524.65 24001 7,524.65

33 06.11.07 Cashbuild Chipboard, wood filler, paint brush etc. Var 328073 192076 269.98 24001 269.98

34 06.11.07 Cashbuild Nails, chain, padlocks, timber blk cross etc Var 328072 192076 1,248.91 24001 1,248.91

35 07.11.07 M. Windvogel Cellphone Bill 1 N/A N/A 2,938.03 24001 2,938.03

36 06.11.07 Rocla 600 JJ 100d pipes 33 328023 DELN.5256 46,379.52 03002 46,379.52

37 07.11.07 Built-it Door 2m*800, 3 lever lock, hinges 4 328074 DELN2415 641.05 24001 641.05

38 06.11.07 Bugdet Car Hire M. Windvogel Corolla 160I GLE 05 1 327540 DM75689001/A1 559.73 24001 559.73

284,571.16 58,227.94 226,343.22

Sheet 4 284,571.16 58,227.94 226,343.22 .

CONTRACT : LIBODE - MTHATHA Site 234 SIGNATURE

GOODS RECEIVED SHEET

D I R E C T C O S T S P & G C O S T S

Appendix 7

LIBODE NUMBER: 5

To: Roz Messenger RECON FOR FEBRUARY 2008

Description Accounts to

January 2008

GRS February

2008 EB Accounts

Total to Date Allowable to Date

Current

Varience to

Date

Varience Last

Month

Monthly

Varience

462 01 Salaries 343,213.19 112,781.71 455,994.90 516,395.83 60,400.93 69,903.48 -9,502.55

460 01 Labour 80,979.04 32,426.28 113,405.32 140,708.33 27,303.01 31,603.81 -4,300.80

240 01 Sundries 601,596.24 158,549.74 760,145.98 928,582.33 168,436.35 118,060.35 50,376.00

280 01 Site Assets 132,169.50 1,664.45 133,833.95 215,986.50 82,152.55 82,328.75 -176.20

400 01 Plant Int 56,376.82 56,376.82 537,187.50 480,810.68 373,373.18 107,437.50

401 01 Plant Estab. 220,457.55 22,337.53 242,795.08 943,054.00 700,258.92 723,561.25 -23,302.33

420 01 External Plant 3,000.00 3,000.00 -3,000.00 -3,000.00

030 01 Materials

242 01 Ins/Surety 39,351.38 2,000.00 41,351.38 105,299.71 63,948.33 43,717.88 20,230.45

480 01 Sub Contractor 8,925.00 8,925.00 -8,925.00 -8,925.00

241 01 Admin Fees 320,000.00 80,000.00 400,000.00 400,000.00

4,025,650.80 SUB TOTAL ON COST 1,797,143.72 418,684.71 2,215,828.43 3,787,214.20 1,571,385.77 1,439,548.70 131,837.07

460 02 Labour 269,563.94 417,132.84 686,696.78 960,502.00 273,805.22 380,556.15 -106,750.93

463 02 Operators 60,655.22 65,510.35 126,165.57 254,073.00 127,907.43 126,668.78 1,238.65

030 02 Materials 2,493,929.58 2,704,498.65 5,198,428.23 5,598,584.00 400,155.77 128,428.85 271,726.92

030 02 M.O.S 100% 1,183,578.87 1,183,578.87 1,114,594.17 68,984.70

400 02 Internal Plant 193,044.44 245,194.11 438,238.55 193,223.64 -245,014.91 -245,014.91

420 02 External Plant 762,870.82 418,403.33 1,181,274.15 1,218,472.00 37,197.85 -10,472.17 47,670.02

230 02 Fuel 472,808.10 159,310.35 632,118.45 594,370.00 -37,748.45 -82,657.15 44,908.70

240 02 Sundries 122,951.16 28,200.00 151,151.16 236,753.00 85,601.84 71,466.24 14,135.60

S/Total Direct Costs 4,375,823.26 4,038,249.63 8,414,072.89 10,239,556.51 1,825,483.62 1,728,584.87 96,898.75

22,236,774.80 TOTAL OWN WORK 6,172,966.98 4,456,934.34 10,629,901.32 14,026,770.71 3,396,869.39 3,168,133.57 228,735.82

2,244,050.00 480 02 Subcontractor 632,905.28 174,980.13 807,885.41 467,965.00 -339,920.41 -234,533.32 -105,387.09

PC SUMS

S/Total Subcontactors 632,905.28 174,980.13 807,885.41 467,965.00 -339,920.41 -234,533.32 -105,387.09

24,480,824.80 TOTALS 6,805,872.26 4,631,914.47 11,437,786.73 14,494,735.71 3,056,948.98 -234,533.32 -105,387.09

Esc Allow vs Costs 80,688.94 133,619.32 214,308.26 352,029.21 137,720.95 8,251.47 129,469.48

SPIS PROVISION

RECON ADJ 3,194,669.93 2,941,851.72 24,082.39

Allow Excl Profit 14,494,735.71

5,782,333.09 PROFIT 6,886,561.20 3,423,634.24 3,423,634.24 1,429,593.14 1,994,041.10

30,263,157.89 Total Allow Revenue 4,765,533.79 11,652,094.99 18,270,399.16 6,618,304.17 3,615,807.16 3,002,497.01

23.62% 17,370,819.02 (M.O.S. @ 100%)

U/(O/Claim) 899,580.14

15,571,099.05 Previous Current Month Only

1,014,152.70 Cert Rev 9,853,328.56 16,103,128.15 6,249,799.59

352,029.10 Other Rev

-1,000,000.00 100% M.O.S. 1,114,594.17 1,267,690.87 153,096.70

TOTAL CASH IN 15,937,280.85 U/(O/Claim) -2,599,937.07 -3,360,419.86 -760,482.79

COSTS 11,437,786.73 Cont. Rev 8,367,985.66 14,010,399.16 5,642,413.50

ESCAL COSTS 214,308.26 Contr. Cost 6,886,561.20 11,652,094.99 4,765,533.79

TOTAL CASH OUT 11,652,094.99 Profit/Loss 1,481,424.46 2,358,304.17 876,879.71

NET CASH FLOW 4,285,185.86 % 21.51% 20.24% 18.40%

Holdbacks :

Overclaim R 4,260,000.00

TOTAL R 4,260,000.00

234

Escalation

Less Retention

Work Done

80% MOS

HAW & INGLIS (PTY) LTD - EARLY BIRD

ALLOWABLES vs COSTS AT TENDERED RATES

CONTRACT CASH FLOW

FINAL ESTIMATE FINAL VARIANCE

DESCRIPTION

Profit/Loss Account