Celebrating 250 projects

Envision would like to take a moment to say a huge thank you to our clients who over the last 8 years have used Envision to deliver more than 250 projects.

On this journey our clients have been instrumental in shaping the solutions we have today and helping our organisation evolve. We’ve been involved in more projects than most would experience in a lifetime and developed both strong industry incites and relationships along the way.

For us, it is a moment to pause and reflect as we celebrate.

Below are some reflections from the co-founders Hugh Hofmeister and Adrian Smith.

In the late 2000’s Adrian and Hugh had already agreed to start business together and began playing with ideas and developing software after hours while holding down day jobs, often coding in the early hours of the morning. Their first efforts were a piping fabrication and quality system which modelled the connection of components of a pipe spool and estimated time to install.

With aerospace backgrounds, they both valued the 3D model and thought it would be the panacea the construction industry was looking for. They set a new BIM direction using Google Sketch-up to visualise a construction model in 3D in the cloud. This early incarnation of Envision was thwarted by industry handover practices at the time. Deliverables from design to construction were in the form of unintelligent 2D drawings and documents even though 3D intelligence was in use for design.

Through this market engagement it became clear that there was an opportunity to improve project time capture and the capture of events that had the potential to lead to project time and cost variations.

This was the foundation of Envision (engineering vision), with the first client and project joining in the middle of 2010, with the next being 18 months later.

Initially, the projects were in the Industrial sector on the Queensland Oil and Gas projects and as that market changed adoption began in the Infrastructure sector.

Many project leaders have now moved onto their 5th and 6th generation projects and are taking Envision to overseas projects. At the same time, we seeing mid-tier and smaller construction companies joining the Envision family at an increasing rate.

At this juncture, we are excited to be restructuring our organisation and investing in response to client demand and new opportunities.

Our company vision is:

“Drive project performance within the civil infrastructure and resources sectors worldwide so that humanity’s needs can be met by building infrastructure safer, faster and more sustainably”

This vision together with the same principles of transparency and client focus will guide us into the next phase.

2018 Future Infrastructure Summit

The Future Infrastructure Summit was buzzing with a good combination of delegate enthusiasm and real-world technology that’s making an impact now, all bundled into Lean & Digital Engineering forum with a strong agenda to shape the future. It was a great outcome for the good work done by the organising team.

Solutions geared to drive value

As the construction industry continues to deliver significant infrastructure and resources projects, under greater delivery pressures and stakeholder demands, Envision has been continually developing new advancements, behind the scenes, to help clients respond with greater efficiency.

Particularly in the last two years, our team has brought on line a range of new and extended features designed in collaboration with our clients to ensure our solutions add practical value.

Combining long-standing features, new features and industry-firsts, we are proud to provide field-based solutions that connect construction projects with the information they need to drive performance.

  • Daily diaries and reports – a standardised solution and central source for daily records, using fully integrated data to provide rapid access to a rolled-up view of project activities.
  • Photo management – a disciplined approach to project photos that turns them into readily usable assets for reports and other key project documents.
  • Events and notices – placing responsibility as close to the action as possible by enabling any team member to record events in real-time and set in motion a clear, defined workflow, best positioning projects to stay on track.
  • Program/schedule collaboration – the only construction platform that directly integrates programs, safely sharing them with entire project teams to dramatically increase information sources and opportunities to collaborate, re-prioritise and improve.
  • Progress measurement – enabling the daily tracking of progress across a wide range of inputs and metrics, giving quick visibility to support efficient and effective decision-making.
  • Timesheets/timecards – a digital solution that saves time and reduces input errors, while creating a powerful record of the quantum of resources booked against project activities.
  • Plant and equipment tracking – an easy way to track plant and equipment to minimise idle or poorly utilised plant, improve use and identify savings.
  • Attendance and competency – using existing hardware, paired with the Envision app, supervisors can scan in their crews from anywhere in the field, or create easy mobile kiosks.
  • Subcontractor dockets – an electronic solution that enables flexible mobile docket capture by subcontractors, with data immediately allocated to appropriate cost codes, improving accuracy and responsiveness, and delivering a win for all project parties.

In the coming months, we’ll be launching three new solutions on progress claim verification, daily cost and production, and earned value/performance management.

In the meantime, click here to browse our solutions including screenshots of key workflow stages.

What every CFO needs to know about digitising construction timesheets

As an historically slow adopter of digital tech, the construction industry is going through a digital revolution. According to StartupAUS, there is unprecedented activity and investment (an estimated $98+ million since the start of 2016) in the Australian construction tech start-up space and they suggest full-scale digitisation in the Australian construction sector could add value in the order of “$25 billion year on year within the next decade”.

Despite this growth, many of the construction contractors I meet say they capture time in largely ad hoc, manual, paper or spreadsheet-based methods. This increases admin costs and makes timely, data-driven decision-making near impossible. Fortunately, there is growing demand from construction execs for digital solutions to this problem so they can reduce admin burden and make fast, informed decisions, in-the-field, to keep projects on track and profitable.

The prize is worth it. One project team, using Envision, reduced their timesheet administrators from eight to two, and reduced the cost data lag from six weeks (or more) to just a couple of days. You can read the case study here.

For CFOs and other executive stakeholders, the project and business value that can be derived from digitising construction timesheets is immense. We’ve covered some fundamentals on construction timesheet considerations here. Going further, there are key considerations we’ve learned over several years that can help you realise the full benefits available from digitising your construction timesheets.

Keys to success

    • Build a clear map of your current process so your new process can be designed to minimise the impacts of change on your end users
    • Map the needs of corporate, project and supply chain timesheet stakeholders (there are more than you may think!) so your digital solution can work for all
    • Ensure your digital solution will capture at least the same information as your manual process
    • Develop a transition strategy and consider whether a progressive transition may be best for your organisation and culture
    • Drive and communicate the change through your organisation, projects and supply chain from the top down
    • Train key people in the new process first so they can assist in wider training and embed the change – we find internal change champions can also help with this
    • Train your end users thoroughly and make sure your training and reference guides are easily accessible and user-friendly
    • At a nominated time, make it non-negotiable, where you stop accepting paper/manual timesheets, so you back your new process and create the right foundation for successful adoption

Choosing the right digital solution for your business

With your process and people considerations set, it comes down to selecting the right solution. Naturally, we believe Envision has the flexibility, scope and track record to support effectively any construction team. That being said, there are four considerations relevant to any quality solution.

Flexibility and configuration requirements

The pace of technology change continues to accelerate. Where possible, choose a technology platform that has the flexibility to grow and change with your business needs. Cloud and Software as a Service (SaaS) technologies are becoming very popular and well accepted. These are typically modern, very flexible and very user-friendly. They can get you a 90% fit-for-purpose solution far more cost-effectively than traditional ERP platforms that might get you the extra 10% but are configuration-heavy, time-consuming and expensive.

Integration options and open APIs

No solution can afford to work in a silo these days. Creating value in an organisation demands a flow of information across an organisation between teams and departments…not locking information into silos. Ken Panitz from CIMIC Group’s EIC Activities sums it up from his panel talk at the recent CTS2017. Ken’s strong belief is that technology providers should build their integration capability (API) first, rather than provide a siloed solution. A great digital construction timesheet solution should be like a lego block within your wider technology strategy, able to integrate with other business systems.

Ongoing development commitment by the provider

A solution with longevity will have an active roadmap and ongoing development strategy to ensure changing business and industry needs are met. Keeping any technology solution secure and working across various mobile devices and web browser platforms requires significant development effort – even before improving its functionality. Select a partner committed to proactive, continual development in response to your business needs and industry trends.

Implementation and ongoing operational support

Software is just part of the solution. Select a solution that will be well-supported by your chosen vendor, their partners or your internal business experts. Project set-ups and ongoing operational support often require scoping to meet project needs. On-site training as well as remote training documentation, videos and help guides are all key to ensuring adoption. Be wary of solutions that are not properly resourced with a team of appropriately-skilled people who can support rollouts across your business and projects.

Some pitfalls of internally-developed solutions

A final word on selecting your solution. When you look at commercial costs, you might wonder if it would be more cost effective to build your own solution. Before you go down this path, consider these hidden costs:

  • Software development is extremely iterative. Strong solutions take many evolutions and require wide exposure to different projects and businesses. This is time-consuming, expensive and very hard to achieve in-house.
  • Initial development costs are just the start. You need to allow for ongoing costs such as security maintenance, ongoing upgrades for device compatibility, testing/quality assurance for integrations (so new features don’t have backward compatibility issues), development and maintenance of user resources, support team capability, continuity and capacity

There is significant value – cost and time savings, faster decision-making, better issues management and more – available to companies that digitise their construction timesheets. Please get in touch with us if you’d like to discuss where you’re at today, what you want to achieve, and how we can help your digital transformation with certainty.

Real-time records prove value for Surat North project team

CPB Contractors’ work on the QCLNG Surat North Project involved the delivery of critical gas infrastructure by an experienced team with a long-standing history of supporting Shell QGC.

Envision was the primary reference for project data and progress information since the project’s inception in 2015.

On a daily basis, team members used Envision’s mobile and web platform to capture information, creating a real-time record of project data.

As the project’s single information source, leaders and managers referenced the same portal to drive decisions and client reporting, seeing benefits such as:

  • Fast-tracked weekly reports
  • A stronger foundation for forecasting
  • Improved project conversations
  • Clear line-of-sight regarding earned progress
  • Greater critical path visibility

While recording progress was the core desired function, over time, the team introduced features such as dockets for processing claims, roster and flight management, and monthly cost reconciliations – each time reducing administration burdens and streamlining project management.

Click here to read the full case study on the project that we’ve recently launched.

Digital construction technologies – what it takes to succeed

I was delighted to be invited by Aconex to share at the recent 2017 Construction Technology Summit as part of the panel on ‘Best practices in successfully introducing digital construction technologies’.

For a very well attended event, it was exciting to see the changes in play across the industry, and the desire from owners to contractors to consultants to software vendors around tackling the lagging digital technology adoption challenges of the sector. There’s no question that productivity gains are still hampered by a reluctance to change, as shown by McKinsey in one of their 2016 articles.

With these findings in mind, it’s no wonder I most connected with speakers who shared on how to best digitise the construction industry. While there is a lot of talk at the moment about AI, and how to leverage it to drive better outcomes on projects, as Andrew Newsome from Boston Consulting Group pointed out, without (digital) data, AI doesn’t work. The sector’s future is in better capturing digital and structured data, in part so it can leverage these other technologies.

Of course, that’s easier said than done, so here are three takeaways I particularly valued from Andrew Newsome, Kate Nelson (Head of Business Technology & Innovation, LendLease) and Ken Panitz (Principal Methods & Lean, EIC Activities).

1. Projects are good at avoiding new initiatives

Andrew talked about the fact that project and construction managers have numerous challenges on their to-do lists and are focused on delivering their projects. As he suggested, when you consider that a construction project may have a duration of as little as two years, it’s not long enough to generate a strong return on investment from new initiatives…certainly not on its own.

If you want a project to support new initiatives, Andrew’s advice was to:

  • Ensure the initiative is a priority at the highest levels of the company and project org charts
  • Allocate dedicated project resources to support and drive the new initiative

I touched on this in my panel session and discussion with Emma Shipley (CFO, Roberts Pizzarotti). In my experience, the best project outcomes for a new initiative come when there is engagement at both a corporate and project level – in contributing resources and guiding the direction of an initiative. It is critical to truly understand what’s going to make a difference at the coal face for a project when you’re setting up an initiative. At the other end, you need to ensure corporate goals are incorporated so value is generated not only at the project level, but also the corporate level.

2. The right people are essential to supporting change

Having the right people involved in a project can make the difference between success and failure. Kate Nelson summed it up when she spoke of the triple threat, below. These are definitely attributes I seek in the people I try to involve in digital initiatives on projects. As Kate put it, the triple threat is:

  1. Understanding how to use technology: this is self explanatory and essential to being able to evangelise and influence others to adopt new tech.
  2. Understanding engineering: if you’ve walked in the shoes of various key roles on engineering projects, and truly understand their pain and drivers, and can communicate and relate technology as it matters to them on a practical level, you’ve won half the battle. This is much more powerful than just taking someone a piece of tech and showing them how to use it. The value is in helping users know how to apply that tech to benefit their everyday work.
  3. Being an influencer (change agent) with strong IQ and EQ: we often refer to this as winning the hearts and minds of people on a project, meeting people where they are at and inspiring them to buy into the vision of the new initiative you’re introducing. That’s when they are more likely to champion it and become change agents themselves.

3. You need a strategy to speed up digitisation

Ken is championing digital disruption in construction through his role at EIC Activities. He made the point that there is no longer a single application that rules. The future is around flexibility, best of breed applications and the need for easy integration. He went as far as to say he won’t consider a solution without it first having an API. His message to software companies was, “build your API first…don’t have it as an item on your roadmap that’s coming soon”. Ken also shared how, at CIMIC, they are fostering innovation through a strategy of lowering requirements to trying new ideas; embracing that failure is okay; and limiting the investment and time to quickly show potential or fail fast. This is certainly a different approach to traditional big business cases and bureaucratic processes by being much more agile.

Our team’s recent work on the APLNG project with CPB Contractors underscores the importance of these considerations. The project team ultimately transitioned from having 600 paper dockets per day to 95% of those being electronically submitted. We worked with project leaders to address hurdles, like getting individuals to use a mobile device for project processes, getting subcontractors to let go of paper dockets, and getting engineers, supervisors and leading hands to adopt an unfamiliar digital process. We took learnings from a trial roll-out to streamline training and team engagement and it has ultimately been a huge success. Among a range of factors, I really saw the importance of:

  • Strong engagement from project leaders
  • Responsible champions with success linked to their KPIs
  • Consistent and ongoing communication with staff and subcontractors through the change.

In closing, there are learnings already available in the Australian construction sector when it comes to introducing new tech. For project leaders, seek software partners who have been there before and don’t be afraid to ask them for their learnings as well as successes to give you a running start.

Watch the session here

Electronic docket solution supports project step-change

Origin’s APLNG Collaborative Well Delivery program is led by CPB Contractors. Their team of more than 1,000 gas gathering delivery experts are working across four gas fields to bring wells online faster than ever before.

The program features more than 20 individual jobs, ranging from $2 million to $90 million each and, after four successful years of program delivery, the team introduced Envision to help reach their next level of improvement.

Envision has been the central source of project data since 2016 and was the force behind the creation of an electronic timesheet feature that eliminated thousands of handwritten dockets. The solution ultimately fast-tracked timesheet entry by five days, creating unmatched currency in project records.

In the past 12 months alone, Envision has supported:

  • 13,600 photos and 4,800 user comments
  • 9,500 progress and 346,000 cost entries
  • 203,000 electronic subcontractor dockets

Other key advantages to date include:

  • Enabling real-time schedule management and remote monitoring linked to P6
  • Refocusing supervisor time for better in-field planning performance
  • Improving end-of-month reporting
  • Empowering fast visibility of potential issues

A full case study on the project has just been launched and is available here.

Three opportunities unlocked by real-time data

At the recent Project Controls Conference, held in Sydney, I spoke on advancing real-time field capture and reporting.

With the pervasiveness of smart-phone technology, now, more than ever, project leaders can better tackle productivity issues while improving cost and progress management. However, this relies on a project’s ability to gather information from, and disseminate information to, its workforce – rapidly and simply. When this happens, real-time reporting can be unlocked, providing continuous insight into the health of a project and empowering better decisions.

What’s interesting is that the construction industry globally has suffered from static or declining productivity in many areas and is one of the lowest technology adopters. For an industry that needs a step-change, the good news is the technology is available to make that possible.

Why real-time

The construction industry is no stranger to the plan-do-check-act (PDCA) cycle. It’s fundamental to many process and business improvement approaches. However, with some exceptions, the construction industry hasn’t applied the PDCA cycle to improve reporting – certainly not to the extent possible.

If you look at the software industry, the technique of continuous delivery (their PDCA) focuses on reducing the time and risk of software releases. Amazon deploys new software changes every 11.6 seconds! The likes of Google, Facebook and Twitter release production changes at least on a hourly basis. Benefits include faster speed to market, lower risk (and stress) and faster customer feedback. It also drives a culture of small, incremental changes.

In contrast, the nature of project end-of-month reporting is such that the construction industry is doing the equivalent, in general, every four to six weeks!

Three areas of opportunity

There are three main areas of opportunity:

  • Mobile data capture
  • Data integration
  • Automated reporting

Benefits of mobile data capture

Key benefits of mobile data capture – for everything from attendance to site diaries to dockets to progress and quantity data to photos and comments to Events (delays) – include:

  • Capturing quality data at the source
  • Gaining geo-located and time-stamped data
  • Having information that’s linked to an author for better accountability and verifications

Benefits of data integration

When it comes to data integration, the value amplifies, creating value by:

  • Enabling the efficient reuse of data, without recreation from engineer to engineer
  • Building a single source of truth so project metrics are consistently applied
  • Providing continuous validation to ensure decisions are made on the most robust data
  • Limiting double-handling to free up team members so they can add value elsewhere

Benefits of automated reporting

When you’re capturing data via mobiles, and building that into an integrated, single-point system, you can position a project to achieve automated reporting. The value is fairly obvious but key benefits include:

  • Enabling fast feedback about the health of a project
  • Catching issues before they become costly
  • Confirming the effect of changes (positive and negative) on production rates.

Real-time field capture is the foundation to real-time reporting. With the right technology, it’s made possible by building in smarter reporting cycles that use small daily updates, feeding into larger weekly updates, feeding into the industry stalwart of monthly updates.

The value is clear. The technology is available. Real-time data management and reporting is the way of the future.

Is the construction foreman’s paper diary dead?

Based on projects I’ve been involved with, I’d say the answer to whether the construction foreman’s paper diary is dead, is a resounding…no.

While we’re seeing a growing trend in the desire for electronic diaries and digital workflows, the default is still typically a paper-based system – unless a project’s leaders drive digital. Research conducted by McKinsey suggests the construction industry is second lowest only to agriculture and hunting when it comes to digital uptake.

What’s the purpose of the foreman’s diary?

In Australia alone, the value of avoidable waste from disputes in the construction industry tops $7 billion (see this CRCCI study). That’s an insane figure considering the massive push for efficiencies. One of the keys to avoiding disputes is early notification of issues that may lead to time and cost impacts (see this analysis).

Here enters the foreman’s diary. It’s a key source of what’s happening at the workface and a powerful communication tool for raising issues with project leaders via engineers and project managers who read these records daily.

The foreman’s diary is also a critical tool in the unfortunate circumstance a claim moves into a dispute. That’s because it’s a record of what has happened from the perspective of the client, contractor and subcontractor – recording key facts such as resources on site for the day, work performed, performance observations, key issues and delays, directions given, weather etc. These records support a court assessment regarding the amount that should be paid by one party to another for work delivered.

Why transition to digital?

1. Faster communication and easier search capability

Digital records are available and searchable as soon as they are created. Rather than wait to the end of a day, or the next shift, for a manual, paper report, everything from Events to photos to progress updates are available immediately. This improves communication between a team, enabling earlier identification of issues and faster mitigation…reducing time and cost impacts.

While digital records add immense value during the delivery of a project, if a dispute arises, they also support significant savings by avoiding the need for claims consultants to go through paper records and convert them to digital records. The records are captured as the work is done, meaning they are ready and available from the outset as an as-built record of the project.

2. Better recording consistency with earlier identification of missing records

With paper diaries, missing or poor quality records are not identified until they are actually required, which can be as late as a dispute situation. This is generally because those records are filed in a site office but not used by anyone downstream. This means they’re not that visible to a project team.

A digital foreman’s diary is easily built into the daily and weekly communication processes of a project and is highly visible to everyone, particularly project leaders. Just one benefit is that missing and poor quality record keeping are very quickly picked up.

3. Richer records

Paper diaries typically don’t include photos and GPS-tracked, time-stamped records. It’s true that a picture tells a thousand words. With today’s technology, including smart phones, there is no reason why diaries shouldn’t be supported by rich photos that are tagged to issues, Events, Activities, the work breakdown structure, team commentaries, GIS information and more.

Digital solutions

There are many digital solutions available in the market, from apps as simple as Evernote to specialised construction diary applications.

Naturally, I’m most familiar with Envision’s diary solution. We’ve developed and deployed this across major infrastructure and resources projects. Through this, I’ve seen the content of digital diaries being actively used during delivery – and by many more stakeholders than traditionally possible with paper diaries…in ways, you would have never considered. Digital diaries are supporting the daily workflow of:

  • Project engineers
  • Superintendents
  • Construction managers
  • Project managers
  • Commercial managers
  • Contract administrators
  • Planners

To find out more about how Envision can help your site record keeping, check out this video:

Transforming the crazy end-of-month project controls reporting crescendo

The end-of-month reporting crescendo

In the 10 years I’ve been working with projects in the Australian construction industry, the default I’ve seen for project controls reporting has typically involved bringing together cost and progress data on a monthly basis to make decisions and keep projects on track. I’ve been one of those cost engineers, combining financial transaction data, schedule data and progress trackers into one massive spreadsheet to report on the end-of-month position. While the report may look pretty, once it’s published, costs are often at least six weeks out of date and validity is dependent on the quality of accruals. And, when an issue is identified, the opportunity to correct it and save time and money has long passed. Shorter timeframe reporting and performance analysis is rarely aggregated and reported holistically because of the sheer effort involved.

Have you ever tried getting a meeting near the end of month with a project delivery team member? If you have, you will know you need to plan around the end-of-month cycle. One project manager described it to me as the project controls end-of-month crescendo: the two weeks leading up to month end involve getting data into the project controls system, the two weeks after month end involve cleaning data to finalise reports, and then the cycle starts again. What’s more, this never-ending cycle couldn’t possibly be delivered on a weekly basis.

Why this crazy cycle?

1. Lack of trust in data

Senior project engineers in Tier 1 contracting organisations often spend a significant amount of time (up to four days) each month determining their cost and progress positions. About 70% of that time is spent determining their cost position and accruals and only 30% on forecasting and developing strategies for correcting or optimising their position. The biggest driver is often cited as a lack of trust in project cost and progress data from spreadsheet to spreadsheet and system to system, so they develop their own spreadsheets – in some cases from first principles.

Achieving trust in a single data set delivers significant efficiency benefits among many others.


2. Different timeframes for progress and costs when calculating accruals

End-of-month progress is typically pretty accurate toward the end of a month. However, a true record of costs for that same period is not just the actual costs in the finance system, because there are often costs linked to earned progress that have not yet had invoices submitted. This compounds when work is spread across numerous subcontractors working off paper dockets.

To know a true cost position, dockets and associated costs need to be continually tracked – to validate subcontractor invoices and complete accruals (ie so that costs receipted on site but not yet entered in the finance system can be added as an accrual). The key to accurate accruals is:

  • Ensuring docket costs are recorded with the correct contract rates
  • Avoiding lost or non-recorded dockets (thereby missing those costs)
  • Avoiding duplication of docket costs across multiple tracking sheets when calculating end-of-month accruals
  • Accruing subcontractor schedule of rates/lump sum progress claims that are submitted, but not yet invoiced


3. Infrequent holistic reporting and validation of cost and progress metrics

When progress and cost data are split across multiple sources and only reported monthly, it can take months between finding a data problem, fixing it and then having confidence in the data again. With data sometimes two to three people removed from the source of capture, the message may not even get back to the source to correct the data and produce a robust record for informed decision-making.

Rapid data verification cycles are critical to risk and issues management and continual improvement.


“End of month project controls reporting is significantly enhanced with integrated daily and weekly field updates”


The ideal reporting cycle

The ideal reporting cycle comprises a layered approach involving different members of a project delivery team at daily, weekly and monthly intervals. This generates the highest quality metrics with the least effort on those daily, weekly and monthly cycles.



Progress and cost data are captured daily by frontline workers:

  • Progress
    • Plant counts – eg truck loads moving cut to fill x production capacity
    • Quantities of work complete – eg m2 of topsoil stripped
    • Rules of credit gates past – eg pipe spools welded or erected
  • Costs
    • Timesheets for labour and plant
    • Material supplier dockets
    • Subcontractor plant and labour dockets

Daily performance metrics, such as daily costing unit rates and daily quantity installation productivity metrics, should be generated by relevant engineers and foremen to drive field production and quickly identify when targets are not being met. This daily practice should identify missing data or other issues for weekly reporting and, on a bigger scale, empower corrective actions to be taken, faster, to keep scope on track.



Progress and cost data that are not available daily, should be recorded ahead of the weekly report. Weekly reporting metrics, such as s-curves and earned value tables, should be presented to project leaders so that trends, improvement opportunities and learnings can be identified and informed decisions made regarding corrections to keep a project on track. From a data perspective, anomalies identified can be corrected ahead of the next reporting cycle.



Progress and costs that are only available on a monthly basis get addressed at this point. For example, subcontractor progress claims for lump sum and schedule of rates contracts can be submitted and assessed by the contractor, and subcontractor invoices submitted for services delivered during that month. Services receipted during the month but not invoiced can also be entered into the finance system as accruals so the cost and progress positions at month end are aligned. This ensures cost performance can be accurately assessed.

Ideal monthly reporting metrics should provide a complete picture of all works and confirm trends seen during the previous weekly reports. The three weekly reporting cycles leading into the end of month should provide leaders with confidence in their position and allow informed decision-making and forecasting.

Envision can help

Envision is the leading project delivery platform for energy, resources and civil infrastructure projects when it comes to supporting the challenges of monthly reporting. Features that drive easy daily and weekly reporting help keep projects on track while reducing the administrative staff required to support project reporting.


“This is the greatest access we’ve had to real-time, accurate performance information to enable quality, value-adding decision-making. We’ve seen significant, measurable improvements in efficiency and productivity, which has led to cost and schedule benefits on our project.”

-Grant Puttergill, QGC


End of month project controls reporting is significantly enhanced with integrated daily and weekly field updates. Achieving that integration between daily, weekly and monthly reporting, based on a single source of project data, builds greater confidence and trust between project parties and enables project management teams to drive significant cost and schedule savings.