Construction contractors are increasingly adopting technology to track their daily costs and activities from the jobsite. Some will refer to this as tracking their daily LEM – which stands for Labor, Equipment and Materials – however others may call it Field Data Capture; and some may call it the Daily Field Report, or Site Superintendent Report. Although we’ve adopted an industry term, “Construction Cost Tracking” as a general name to describe the activity and process, we tend to use “LEM” as the term that describes the final document(s) that contain all the jobsite data that gets tracked.
If you’re familiar with 4castplus at all, you’ll know that the system enables contractors to track much more than labor, equipment and materials. There’s clearly much more going on than that – so a “LEM” is just a term used that encapsulates the broad variety of everything that gets tracked. Other data that gets captured in the LEM includes: labor expenses like subsistence and meals; along with 3rd party vendor expenses; material field receipts; daily log and the weather. Field personnel can also input production quantities as progressed items that are completed. It also allows field personnel to upload any number of documents into organized document repository categories. There’s additionally a very powerful Vendor LEM option to track the costs and expenses from subcontractors.
Cash moves at a different pace than activities. Maybe that seems obvious, or maybe you’re not sure what I’m talking about; but it’s an important distinction to understand in construction project management.
When I first started working in project management, I had envisioned a job where I would spend my days walking around the construction jobsite carrying a big stick (not really) and telling people what to do. That appealed to me because I like organizing things and I get a kick of satisfaction when I see things moving along smoothly. To be honest, I’m actually better at organizing others than I am at organizing myself. You’d only have to take one peek at the disaster in my garage to see that in action. Anyway, the reality of my project management career has been that I’ve spent very little time at the actual jobsite, and most of my time with my face buried into schedules, budgets, cost projections, contracts and approving timesheets. Working with a smaller company managing big-ish projects, I had to learn quickly how to be a lot of things: a scheduler, cost controller, supply chain manager and the boss of a crew of people, all at the same time.