Weather impact
Rain days are excluded from the schedule; calendar completion may change. The schedule forecast should be updated weekly.
MONITORPlan • actual • forecast
Investor reporting for construction projects
I combine the estimate, construction schedule, workforce resources, project cash flow, KPIs and risks in one report. During supervision, the plan is compared with actual progress.
Anonymised example
Apartment building roof replacement
The final report compares the approved budget and schedule baseline with actual performance, showing variances and the project outcome.
Project data
Client details and the exact project address are hidden in this public example.
Approved budget baseline
136 790
EUR
Actual cost
138 330
EUR
Actual progress
100%
works completed
Actual duration
32
workdays
Average workforce
6
people
Budget control
From the initial offer to the fixed price
Changes are separated from the original baseline so the investor can see how and why the project budget changed.
Budget change structure
Share of the final fixed price
Initial offer
115 421,52
Additional scope
8 289,90
Price update
13 078,58
Approved budget baseline136 790,00 EUR
Actual cost: 138,330.00 EUR. Budget overrun: +1,540.00 EUR. The additional cost arose from unforeseen rebuilding of a small section of the eaves masonry.
Investor control questions
The rationale and decision for each change are recorded in the report.
01
What changed?
Additional works, quantities or prices.
02
Why did it change?
Technical, contractual or market rationale.
03
What is the impact?
Budget, time, resources and risks.
Construction schedule
25-workday delivery plan
The schedule covers five working weeks. Rain days are excluded, so calendar duration may increase.
Work section
N1
N2
N3
N4
N5
Setup and scaffolding
Lift on site
Demolition works
Batten installation
Membrane installation
Standing-seam installation
Shaft and eaves repairs
Handover and documentation
Main worksSupport / parallel worksPlant and handover
Project cash flow
Weekly costs, receipts and funding risk
Cash flow must be aligned with the schedule and payment terms. The baseline below comes from the estimate appendix.
| Indicator | N1 | N2 | N3 | N4 | N5 | After completion | Total |
|---|---|---|---|---|---|---|---|
| Scheduled earned value | 26 458,75 | 40 252,32 | 40 496,95 | 19 036,69 | 10 545,29 | 0,00 | 136 790,00 |
| Material prepayments | 46 938,52 | 1 338,82 | 0,00 | 0,00 | 0,00 | 0,00 | 48 277,34 |
| Labour and plant | 21 807,79 | 26 505,61 | 24 700,64 | 9 493,24 | 6 005,38 | 0,00 | 88 512,66 |
| Total expenditure | 68 746,31 | 27 844,43 | 24 700,64 | 9 493,24 | 6 005,38 | 0,00 | 136 790,00 |
| Client receipts | 68 395,00 | 0,00 | 41 037,00 | 20 518,50 | 0,00 | 6 839,50 | 136 790,00 |
| Net cash flow in period | −351,31 | −27 844,43 | 16 336,36 | 11 025,26 | −6 005,38 | 6 839,50 | 0,00 |
| Cumulative cash flow at period end | −351,31 | −28 195,74 | −11 859,38 | −834,12 | −6 839,50 | 0,00 | — |
Payment model50% / 30% / 15% / 5%
Maximum forecast funding gap−28 195,74 EUR (N2)
Control actionConfirm interim payment dates and funding cover before contract.
KPI and plan-to-actual control
Project completed — baseline compared with actuals
The final indicators show actual cost, progress, duration and average workforce, together with variances against the approved baseline.
| KPI | Baseline | Actual | Variance | Status |
|---|---|---|---|---|
| Budget | 136 790,00 EUR | 138 330,00 EUR | +1 540,00 EUR | Over budget |
| Actual progress | 100% | 100% | 0 percentage points | Completed |
| Duration | 25 workdays | 32 workdays | +7 workdays | Delay |
| Workforce resource | 5–6 workers | Average 6 people | In line with plan | On plan |
| Forecast completion | 5 working weeks | 6 weeks | +1 week | Later than plan |
Risk register and forecast
Issues the investor should see before a decision
The risk register records the basis, potential impact, required action and status. Below are initial issues identifiable from the baseline data.
Material prepayments and deliveries
A material prepayment is planned in week one. Orders, delivery dates and title conditions should be checked before payment.
BEFORE STARTCash-flow gap in week 2
The baseline shows cumulative cash flow of −28,195.74 EUR at the end of week 2. Interim payment timing or funding cover must be clarified before contract.
CLARIFYChange control
Additional scope and the price update changed the initial offer. Further changes should be approved before execution.
ONGOING CONTROLRegular investor report
What the investor receives
The reporting period is agreed in the contract — for example weekly, monthly or before a material decision.
01
Executive summary
Main changes, decisions and forecast on one page.
02
Budget and changes
Approved baseline, actual cost, commitments, variance and forecast final cost.
03
Schedule and resources
Plan versus actual, delays, critical works and workforce loading.
04
Cash flow
Planned and actual payments, funding need and forecast.
05
KPIs, risks and decision log
Owners, deadlines, open issues and recommended action.
Service price
Investor reporting within Premium+ construction supervision
Regular investor reports are prepared within the Premium+ construction supervision service. The price depends on project size, construction stage, reporting frequency and the required level of detail.
View Premium+ scope and current priceAn investor needs a clear picture, not a pile of files
I prepare a project-control baseline and regular investor reports linking the estimate, schedule, resources, cash flow and supervision data.