Whilst the Construction Industry Expands, accounting for almost 6% of the National GDP and Construction Costs continue to Rise, Project Margins however continue to fall, intense tendering between contractors for Project Award results in reduced Project Margin to simply continue turnover and "hope for increased cash flow" by way of Variation to Scope. As depicted below, this is the epitome of unsustainability. 

In 2015, The Australian Senate Economics References Committee into Insolvency in the Australian construction

Industry, attributed a range of Cause's related to Construction Industry Insolvency’s, such as;

As evident above, the argument can be made that the Nation is not Short of readily available quality Trades and labour, but short on the Principles of Control that both govern and administer the Project and Business efficiently. At Hazelton Hanlon Hart, our cost control services and project specific implemented controls provide the confidence and reliability to effectively manage the Scope, Margin and Change. 

Protecting the Margin requires accurate financial forecasting of Project costs, based on "actuals" and "predictive".

It is also critical to the pre-emptive identification of cumulative writedowns on project and provides for statistical analysis and reporting on project returns. However,  whilst cost input for materials, consumables and general items is important to the compilation of an accurate Cost to Complete, "direct costs" of "direct labour" is the largest variable in accurate project forecasting and the hardest for organizations to predict, as it invariably contains subjectivism such as risk, uncertainty and opinion. 

So, how do we remove subjective variables across the Labour Spectrum and the delta between what was "allowed" by Estimation and what is "predicted" by Forecasting?