About
Business Overview
Our client, Vinci is a leading building subcontractor specializing in high-quality services across the construction industry. With expertise in project planning, cost control, and execution, Vinci ensures efficiency and compliance in large-scale projects. Known for its commitment to quality and timely delivery, the company helps clients navigate challenges and optimize project outcomes.
The Motivation
Poor Project Results
A significant NZD 120M project was running behind schedule and incurring cost overruns while tension was growing between the project team, the PMO and the client.
An unclear picture of the current status of the project and uncertainty around cost to complete prompted our engagement to provide an external review of the project.
The Solution
Working with the project team we identified a number of areas of concern.
Working with the project team at Vinci, we identified a number of areas of concern.Schedule was being measured against the builders program, not subcontract activity. This created poor control over progress management and reporting and put the project team under significant pressure to convert and measure activity. Developing a unique and simplified program of works that converted the bid estimate into a proper costed work program allowed progress to be measured and controlled.
With a schedule developed that reflected work activity cost allocation became more straight forward. However, the cost to date and FFC needed to be reworked to align to the new methodology and costing data needed to be reworked. This identified a number of data errors which needed correction. Developing a new FFC identified future potential cost over runs that could now be managed or avoided.
Where additional costs, or time delays had been incurred at the request of the client, variation notices were created and submitted where contractually available.
The Result
Improved Project Controls
Variation and extension of time claims were successfully lodged with the client, improving Vinci’s project performance. The cost to complete was recalculated based on valid data, and an internal schedule was created to allow correct project tracking.
