01 / 07
Design & Engineering
- Drawing sets, reviews and markups
- RFIs with real separation of duties
- 3D/BIM coordination
SHT 00 · COVER SHEET|MANAGE CONSTRUCTION PROJECTS END TO END
ConstruC is the construction management platform for African firms — drawings, QS estimating, procurement, the site, finance, equipment and the programme in one place, priced from the BoQ, measured by earned value, and answerable from WhatsApp.
For African main contractors, developers and their whole firm — CEO to site
The drawings are issued and the footprint goes down on the grid — reviews, RFIs and revisions all on record.
Each department gets its own tools and sees its own work — permissions are department-scoped down to every figure. The cost of all of it lands on one shared ledger, so the firm has one truth instead of seven spreadsheets.
The drawing sheet on the ground — issued, reviewed, revised on record.
Takeoff to priced BoQ to budget in one motion — no re-keying, no second version of the truth.
CPI, SPI and a forecast at completion computed from what the site actually did — and the screen says when the plan isn't trustworthy enough to judge against.
Ordered chains you design: the first person signs, then the second, and the last signature releases the record. Whoever raised it can never approve it.
Design, QS, procurement, site, finance, equipment and PM each get an agent that knows its discipline — and only sees what that person may see.
The CEO's assistant delegates to every department at once and leads with where they disagree — the schedule says 2%, the site claims 45%.
Every write is proposed first and executed only when you confirm it. On WhatsApp, it answers executives only — and re-checks that on every message.
Which project is over budget?
Ridge Hospital Extension — GHS 2.13M spent of a 4.5M budget. CPI 0.95, forecast at completion GHS 4.73M. QS flags 102 unpriced takeoff lines — want me to assign that?
Yes — task the QS lead.
Proposed: “Price pending takeoff lines” → Kofi (QS lead). Confirm in ConstruC and it's created.
Answers follow your permissions · executives only on WhatsApp
Thirty-two problems every construction firm recognises, department by department — each one with the thing ConstruC does about it. Not a roadmap: this is shipped behaviour you can go and use.
Drawings change. The site must never build from yesterday's set.
Rework that nobody budgeted, and an argument about who had which revision.
RemedyEvery set is versioned with an issue and transmittal record, so there is one current revision and a receipt of who it went to. Compare any two revisions side by side and the change is highlighted rather than hunted for.
The answer that governs the work lives in someone's phone, and nobody can prove it was given.
RemedyAn RFI is raised against the drawing, routed to a named person, answered, and closed on the record — and the person who raised it cannot also close it. The clock on it is visible to the executives.
A wall opened up after the fact — the most expensive way to discover a services conflict.
RemedyUpload Revit, IFC or DWG and coordinate in a 3D viewer where issues are pinned to the actual element, so the conflict is a marked point in the model that someone owns.
The same defect gets built into the next four floors.
RemedyA field observation raised on site lands in design's queue automatically — the loop that is normally a phone call nobody made.
Material arrives that meets a spec nobody signed off.
RemedyA specification register and a finishes schedule hold the approved version, and procurement's delivery check is made against that data sheet.
The bill is the spine. Everything downstream measures against it.
Days per bill, and an error rate nobody can audit.
RemedyMeasure straight off the PDF, or extract quantities from the BIM model. Count repeated items by picking one example and letting it find the rest.
They disagree within a week, and the site is measured against whichever one is open.
RemedyThe priced BoQ becomes the budget in one motion — no re-keying, and no second version of the truth to reconcile later.
A bill that prices in a market that no longer exists.
RemedyRates build up from labour, material and plant with a firm-wide rate library and price history, so a rate can be defended line by line — and procurement prices its orders from the same book.
A budget presented as complete while a hundred lines are still blank.
RemedyThe bill reports its own priced percentage and pending takeoff lines, and the executive overview repeats it — so an incomplete estimate cannot quietly become the budget.
Work done, never billed, absorbed as margin.
RemedyChange orders route for approval and, once applied, move both the budget and the commitment together, so a funded change stays variance-neutral instead of looking like an overrun.
The money leaves here. This is where control is won or lost.
This is what leakage looks like in the books, and it is invisible until an audit.
RemedyOrdered approval chains the firm designs — first approver, then second, and the last signature releases it. The person who raised the request can never approve it, whatever the route says.
It is in the wall before anyone compares it to the data sheet.
RemedyDeliveries are checked against the purchase order and its specification checklist before stock and cost move — and rejecting a delivery reverses both automatically.
Nobody can say what has been ordered against what the bill requires.
RemedyAn order-drift check reports lines ordered against nothing scheduled and schedule lines with no order behind them, and suggests the match where it is unambiguous.
A stopped pour costs more than the material ever did.
RemedyStock is tracked against reorder points with a reorder board, so the shortage is a warning before it is a stoppage.
The job looks under budget right up until it isn't.
RemedyAn issued order books a commitment on the shared ledger immediately, so budget, committed and actual are three separate, honest numbers on one screen.
If the record isn't captured on the day, it isn't a record.
The diary gets written at home from memory, three days late — if at all.
RemedyDaily logs, attendance, progress and snags capture offline and sync when the network returns, dated to the day the work actually happened rather than the day the phone reconnected.
The wage bill and the job's cost never agree, and nobody notices the gap.
RemedyAttendance becomes labour cost on the shared ledger, with owed, paid and outstanding tracked per crew — so payroll and project cost are the same number.
"About sixty percent" cannot be invoiced or forecast against.
RemedyProgress is recorded against BoQ lines, so the percentage is weighted by real value — the same figure that drives earned value and the client valuation.
The list resurfaces at handover, when fixing it is most expensive.
RemedySnags carry photos, an owner and a status from the day they are seen, and inspection and test plans hold the hold-points that must be released before work proceeds.
The exposure only becomes visible after the incident.
RemedyPermits carry validity with expiring and expired states surfaced before the date, not after it.
Every department spends. One ledger has to hold it all.
By the time the report is typed, the money is already spent.
RemedyEarned value runs live off the priced bill and the site's own progress — CPI, SPI and a forecast at completion — so the trend is visible while it can still be changed.
The P&L is assembled by hand, and no two people quote the same figure.
RemedyProcurement, labour, plant and expenses all post to one double-entry ledger through to the general ledger and P&L — the company position is read, not rebuilt.
Cash sits on site as work-in-progress while the firm borrows to pay wages.
RemedyThe books show earned-but-unbilled value explicitly, with client applications, certificates and retention tracked through to release.
PAYE bands, SSNIT and the levy stack are easy to get wrong and expensive when you do.
RemedyThe statutory stack lives in the ledger and the payslips rather than a spreadsheet beside them. Ghana is live and complete — PAYE, SSNIT, VAT with NHIL, GETFund and COVID levies, and withholding tax — and further African jurisdictions are added the same way.
Everyone plans against a number nobody believes.
RemedyThe forecast at completion is derived from earned value, and the screen says plainly when the programme underneath is not statused well enough to be judged against.
Plant is a profit centre, not a cupboard.
A second machine gets hired while the first sits idle on another site.
RemedyA fleet board shows every asset, its status and who holds it, and double-booking is refused with the conflicting dates named.
The machines work all month and the project shows no plant spend.
RemedyUsage logs price from the asset's rate and post to the job's ledger — and a machine with no rate says so on screen instead of silently costing nothing.
Firms keep loss-making machines for years out of habit.
RemedyEvery asset carries its own profit and loss — hire in, hire out to external customers, or cross-charged between your own projects — with utilisation beside it.
The breakdown happens on the critical path.
RemedyMaintenance is scheduled per asset with its history on the record, so a service is a plan rather than a reaction.
The programme is a promise. It has to be checkable.
Every report compares today against a plan that stopped being true in month two.
RemedyA CPM programme with baselines and a critical path, and honest warnings when baseline coverage is too thin or activities are unstatused — the verdict is withheld rather than invented.
Entitlement is lost because nobody logged the cause on the day.
RemedyDelay events and extension-of-time claims are recorded against the programme and routed for approval, so the claim rests on a dated record.
The job waits on a signature nobody is chasing.
RemedyThe firm-wide approvals view ages every pending decision, so the oldest bottleneck is visible to the people who can clear it.
Teams keep a shadow process in a spreadsheet beside the system.
RemedyApproval routes, approver roles, custom fields and automation workflows are configured by the firm — the platform bends to the process instead of the other way round.
Every department has its own agent that knows its discipline; executives get one that asks all of them at once and leads with where they disagree. It answers under the asker's own permissions, and every write is proposed for confirmation before anything happens.
ASK IT FROM
IT PUSHES TO
AND IT CAN DO
WhatsApp is executive-only and re-checked on every message
A drawing set keeps typical details for the situations that come up on every job. So do we. Each of these is a real day on a real site — and the fix is the shipped product, not a roadmap.
The estimate is one file, the budget another, and neither agrees with the site. Every re-key invents a new number.
The fix
Takeoff prices the BoQ, the BoQ becomes the budget, and progress is measured against the same lines. One version of the figures, end to end.
So the diary gets written at home, from memory, three days late — if it gets written at all.
The fix
Daily logs, attendance, snags and progress capture offline on site and sync when the network returns, stamped to the day the work happened.
A request raised, approved and paid by the same person is what leakage looks like in the books.
The fix
Ordered approval chains you design — the first person signs, then the second, and the last releases the record. Whoever raised it can never approve it.
The job was over budget for months. The firm learned when the money was already gone.
The fix
The firm overview reads earned value live — CPI, forecast at completion, an at-risk ranking — and executives can ask the assistant from WhatsApp.
What arrived isn't what was ordered — and it's in the wall before anyone checks the data sheet.
The fix
Every delivery is verified against the PO and its data sheet before stock and cost move. A reject reverses both, automatically.
The machines work all month, the job shows no plant cost, and no one can say if the excavator earns its keep.
The fix
Hours log against the job and post to the ledger; every asset carries its own P&L — hire in, hire out, or cross-charged between your own projects.
Every department comes with its own written handbook — what each tab does, how the figures connect, diagrams included — and the answers to the questions firms actually ask. Read any of them here, without an account.
SITE QUERIES — ANSWERED
Yes. Every record is scoped to your firm at the query level, and we test that isolation with live cross-company probes — one firm reaching for another's project gets refused, not an empty page.
No. Permissions are department-scoped down to individual figures — a design lead doesn't see finance numbers, and the QS doesn't see payroll. Executives see across the firm, read-only unless the owner grants write authority.
Site and equipment records capture offline and sync when the connection returns. The record keeps the date the work actually happened, not the date the network came back.
Executives link their numbers and ask the assistant directly from WhatsApp — no keys, no setup, ConstruC runs the WhatsApp side. Answers follow the asker's own permissions, and eligibility is re-checked on every message.
Ghana is live and complete: PAYE bands, SSNIT, VAT with NHIL, GETFund and COVID levies, and withholding tax are built into finance, so the ledger and payslips carry them without side spreadsheets. The ledger records a currency on every entry, and further African jurisdictions are added the same way — statutory rules in the ledger, not a spreadsheet beside it.
Only what you publish. Client share links show the drawings, reports or programmes you choose — nothing else, and never another project.
SHT 08 · ISSUE FOR USE
Create the firm, invite the departments, and run the next project on one set of books.