Our Services

DPM customizes project tracking and reporting to fit our Client’s needs:

Standard formats can be modified based on Clients input and requirements for either a single project or for multiple like projects to allow standardization and ease of status review in detail or overview for executive management.

Engineering (Basic Overview)

Estimate Summary – Engineering and Home Office estimate that is based on a project Scope of work. Discipline worksheets that are used to populate the estimate, require complete Discipline Manager Participation and concurrence.

Engineering Status Report (ESR) - Accuracy & Timeliness are a key Direct reflection upon this tool by Project Managers and Clients. The ESR is an essential part of determining overall cost and schedule status. Original Budget is driven from the approved Estimate Summary. Approved Budget equates to the sum of the Original Budget plus any approved Project Change Notices. Forecast at Completion is a calculated summation based on expenditures to date, remaining hours to be earned, pending submitted Project Change Notices and productivity to date. Physical progress is a derivative of work in progress deliverable driven earned hours against approved budgeted hours. Productivity is based on the earned over actual methodology. 

Rule Of Credit (ROC) sheets - Worksheets are set up by discipline for tracking of progress using the work in progress / rules of credit methodology. 

Project Change Notice - In general, a PCN shall be originated by a discipline lead when a new task or deliverable is required to be completed that is outside the original scope of work. 

Construction (Basic Overview)

Take-Offs – Initially completed from the estimate package drawings (budgeted Quantities), a complete take off of all drawings by craft is completed at IFC issue and loaded as the forecasted quantities to install. 

Progress Tracking – Quantity tracking worksheets within the progress workbook are populated with data from the take-off process. Progressing of these worksheets are updated weekly and are driven from historic or agreed to rules of credit for each cost code by craft. 

Earned Value - At each reporting period, determined by the Clients reporting calendar, physical progress is measured by craft cost code and or work package as defined in the Pre Planning and Progress Reporting discussions. The construction progress is determined by measuring the actual physical quantities installed. The installed quantity divided by the current forecast quantity, equals the percent value installed. The data generated from the quantity tracking worksheets, earned value measurement system is tabulated for each project cost code. The common denominator, craft hours (based on rates from the estimate), determines the weighted factor for each category. The sum of the earned value for the different work categories multiplied by the total budget value for all of the work categories provide the overall construction completion weighted percentage.

Productivity – This process is derived from proper coding of time charged to craft activity cost codes against the earned hours driven from the quantity installed and base unit rates assigned to the craft activities.

Progress Charts – Weekly craft progress charts driven from the progress report that represent planned quantity to be installed versus actual quantity installed and the percent complete of the craft progress. 

Field Notice of Change - In general, an FNC shall be originated by a craft lead when an activity is required to be completed that is outside the original scope of work. 

Cost Reporting (Basic Overview)

Control Estimate (Budget) - Upon contract award, the Project Control Manager prepares the initial control budget based on the construction proposal estimate in accordance with the project’s cost codes and cost element structure.

Expenditure Control - Expenditure control is applied in all cases prior to commitment. Field labor man-hours are recorded, with the labor rates, against the authorized labor account codes and work packages. 

For equipment and material purchases, quotations are compared against the budget. Purchases exceeding budget values require Project Management confirmation and approval. Purchased equipment, material and subcontract costs are recorded first as a projected budgeted cost, then as a commitment when a purchase order is placed and finally as expenditure when an invoice is paid. 

Indirect costs, such as small tools, consumables, communications, computers, temp facilities, reproduction, and miscellaneous expenses are recorded under their respective code

Cost Comparison Report - All project costs are coded and recorded in a manner that matches the estimate codes. Summation of costs by craft cost type ie; manhours, labor dollars, materials, sub-contracts, rentals etc. are reported monthly and summarized by project directs, indirect, and change orders. The standard cost report includes data for actuals, commitments, open commitments, estimate to complete, forecast at completion, original budget and approved budget. 

Face Sheet – An executive management overview of the cost comparison report that compares the previous month to the current month’s forecast at completion with variances.