If you want to improve costs and timesThis text gets straight to the point. Here you'll see how simple decisions can transform your budget and your project.

Unit Price Analysis (UPA) budgets take into account materials, labor, and equipment. Accuracy depends on the actual efficiency of the work crew.

A miscalculation This causes cost and time deviations. For example: a crew costing S/ 176 per day and producing 12 m²/day leaves S/ 14.67/m² in labor costs alone. Then equipment and tools are added.

You're going to learn How to define crews, measure the field, and cross-reference documentary data so that your estimates reflect real conditions.

At the end, you'll have practical steps to integrate these figures into your schedule and unit prices, and a checklist to avoid common mistakes before finalizing costs.

Current context and objective of the guide: how to improve your performance in games today

Your budget accuracy depends on the evidence on site. Validating what each crew produces reduces cost deviations and avoids delays.

Take into account Local conditions—climate, access, and supply—affect the pace and availability of materials. Measuring this in the field reduces the risk of surprises.

Today you'll apply simple steps without overhauling your entire organization. Prioritize critical activities that account for the highest costs and variability. This way, you tackle the biggest impact first.

• Align information and measurements with your real context to improve calculations and costs.
• Measure staff time and capacity; they are the limit of your planning.
• Implement daily monitoring that connects measured quantities with unit prices.
• Document changes and lessons to strengthen your future work.

Result: traceability between estimates and what was executed, fewer claims and justified technical decisions.

Basic concepts: starting point, APU and its direct relationship with performance

Before setting prices, you need to understand what each unit of work on a construction site comprises. departure It is a measurable and budgetable unit whose final charge depends on how much you produce in the available time.

He APU is the tool of analysis which breaks down materials, labor, and equipment to obtain the unit pricesIt's not about the list price, but about the base real that your execution generates.

What does a shipment contain and why does it matter?

Each item requires a description of the activity, the type of materials, and the labor hours. This allows for cost adjustments based on site conditions and prevents underestimations.

APU: materials, labor and equipment

It includes equipment usage hours, rates, and tools. By quantifying these hours, you obtain prices that reflect productivity and the true cost per unit.

Individual vs. team performance

Individual performance measures output per worker; gang It measures joint production. It defines the crew by type of activity: officers, assistants, and foreman.

• Adjust breaks and operating factors to the APU.
• Avoid duplicating costs by distributing the foreman's roles among activities.
• Maintain a consistent methodology for comparing all items.

“Precision is born from comparing what was planned with what was measured on site.”

In-game performance: a quick guide to identifying and measuring it

Knowing how much each activity yields allows you to estimate real times and costs. Here you'll see common units, when to use field data, and how to convert between quantity and time.

Usual units

Use m² for finishes and panels, m³ for concrete, linear meters for laying and days for general planning.

Field data vs. documentary sources

Prioritize recent measurements if your project has similar conditions. Documentary sources serve as a baseline, but they must be validated locally.

"It prefers averages with statistics and adjusts according to equipment, weather and access."

• Convert between units using the rule of three: 0.153 days/meter → 700 meters ≈ 107.1 days.
• Record net times: separate production from waiting and transfers.
• Normalize by effective working day to compare fronts.
• Document assumptions: type of labor, use of equipment, and working conditions.

Step-by-step instructions for calculating labor productivity and unit labor cost

For actual pricesIt follows a simple sequence that converts work records into operational figures.

Define the crew and its hourly cost

Specify roles and amounts. For example: officer S/12/h and assistant S/10/h. Adding up the profiles gives you S/22/h. Multiply by the workday to reach S/176.

Estimate production per day and per unit

Measure daily output in m², m³, or units. If the crew covers 12 m²/day, that's your baseline data for calculating productivity.

Get the unit cost

Divide the daily cost of the crew by the production. Example: S/176 ÷ 12 m² = S/14.67 per m² of labor. This calculation is used to integrate into your unit prices.

Integrates equipment and tools

Calculate the hourly cost of the equipment, multiply by the hours used, and prorate by production. This gives you the machinery's contribution to the cost per unit.

• Document assumptions of effective time and breaks.
• Check availability of materials and work fronts.
• Repeat the measurement weekly to adjust and reduce uncertainty.

Factors that affect your performance on construction sites and how to control them

Control the key factors It allows you to reduce time and cost deviations. It identifies both the technical and the human aspects to make quick and effective decisions.

Equipment and condition of the equipment

Verify that equipment is operational and spare parts are available. An unexpected downtime disrupts daily operations and increases costs.

Quality of materials and its effect on time

Materials with moisture or low quality increase effort and rework.

Example: Saturated sands make the work difficult, and low-coverage paints require more coats and more labor.

Skilled labor and organization

Structure teams with clear roles. This avoids bottlenecks and improves the pace of work.

Environment, access and conditions within the construction site

Plan internal routes, storage areas, and shelters according to temperature, rain, or wind. Fewer trips mean more productive hours.

Salaries, motivation and staff movement

Clear salaries and goals boost commitment. Provide them with restrooms, dining areas, and tools to reduce unproductive travel.

“Evaluate each factor weekly and implement corrective actions with assigned responsibilities and deadlines.”

• Document the causes of rework and measure its impact on costs.
• Standardize methods by activity type and use checklists.
• Check equipment and materials before starting each day.

Methods for determining yields: choose the one that's right for your business

To estimate accuratelyIt combines historical records with spot measurements. This gives you a baseline range that you can fine-tune according to site conditions.

Experience and historical data from similar projects

Use your experience only if you have comparable records and data. Verify that similar projects share scope, climate, and logistics.

Documented information and use of statistics

Use averages and standard deviations to correct for variation between projects. A good study gives you a reliable range for each type of activity.

Direct measurements and time and motion analysis

Break the task down into steps, measure each one, and add up the times. Adjust the values by the actual productivity factor to avoid overestimations based on observation.

Comparative method: when is enough

Use comparative analysis when the project is standard and the estimation timeframe is short. Always verify that the crew and equipment are of the same type.

• Combine a historical range and a spot measurement for specific conditions.
• Measure the impact of changes (equipment, personnel, access) and update your internal tables.

“The best choice depends on the cost-term risk and the time you have to estimate.”

Real productivity: how to adjust your measurements for real conditions

To ensure your measurements reflect the actual production time, you must convert ideal times to values applicable during the construction work.

According to the study According to Tucket (1988), there are four key losses: administrative delays -20%, inefficient methods -20%, work restrictions -15%, and personal time -5%.

That adds up to 60% of lost time, so only 40% of the time is productive. To get the actual throughput, divide the total measured time by 0.40.

Factors that reduce productivity and their magnitude

• Procedures and approvals: significant administrative impact.
• Methodological and logistical failures: reduce operational pace.
• Front interferences and waiting for materials.
• Personal breaks and internal transfers.

Practical application of the adjustment

How to calculate: if a cycle takes 100 minutes in the log, divide by 0.40 to reflect the actual time required.

Advice: Adjust your yields and unit cost in the APU. Document the conditions that prompted the adjustment and schedule actions to improve execution and labor.

“Avoid committing to dates without real productivity support.”

Practical examples: from the crew to the cost per m² in typical activities

Below you will see two clear examples to convert workdays into useful figures for your budget and schedule.

Land clearing: from days to unit cost

If a crew (1 helper + 1 corporal) has a cost per day of S/ 176 and produces 12 m² per day, the labour The price per meter is S/ 14.67.

Assembly of panels with EPS and mesh: breakdown and daily performance

One panel measures 1.22 x 2.44 m = 2.98 m². The steps add up to 17 minutes; with a fatigue adjustment of the 20% the cycle is reduced to 20.4 min/panel.

With 7 effective hours per day: 7×60 / 20.4 ≈ 29.6 panels/day → that is equivalent to ≈ 61.3 m²/day, which you can round to 60 m²/day for planning.

• Translate days at unit price: daily cost ÷ m² produced.
• Break down tasks and adjust times for fatigue to achieve realistic figures.
• Cross-reference these values with equipment availability and effective hours.
• Document panel counts to audit and replicate the calculation in other activities.

“Convert simple measurements into real unit prices; that reduces uncertainty and improves your control.”

From measurement to planning: integrate yields into schedules and unit prices

The key The APU should be based on validated performance data, not assumptions. Integrate these values into the schedule so that time and cost are aligned throughout the project.

Do an analysis Use averages and deviations from comparable projects before setting durations. This reduces the gap between what is budgeted and what actually happens on site.

• Link measured performance to task durations for time-cost consistency.
• Populate your unit prices with the same values as the plan to avoid double standards.
• It establishes buffers where variation is high and conditions payments on measurable milestones.
• Update the program as you receive new field information and maintain traceability of the calculation.
• Prioritize critical fronts and redistribute resources to protect the project's critical path.

Operationalize This is achieved through weekly reports comparing planned vs. actual performance and unit cost. It adjusts purchasing and logistics according to projected outputs to avoid overstocking or stockouts.

“Aligning measurements, schedule, and pricing is the best way to protect your flow and the quality of execution.”

Checklist before closing: your performance and your costs

Before finalizing figures, check that the site conditions match the budget assumptions.

This checkup Avoid surprises that increase costs or extend deadlines. Below are the key points to verify before accepting final figures.

Construction conditions, equipment, personnel and climatic factors

• Weather conditions and access: confirms forecasts for the estimated period and adjusts figures if there is a risk.
• Critical equipment: Check the status, spare parts, and contingency plan to avoid downtime.
• Assigned personnel: Validates qualifications and clear roles within the crew.
• Quality of materials: Perform quick tests (humidity, coverage) before accepting deliveries.
• Services near the front: Locate bathrooms, a dining area, and a storage room to reduce downtime.
• Time considered: It includes breaks, movements, and waiting times typical of the job.
• Source of information: confirm that the data comes from your own measurements or reliable records.
• Unit of measurement: Check consistency between the unit of the item and the unit used for measurement.
• Cost recalculation: Adjust the unit cost with the latest data and document assumptions.
• Final approval: Get internal approval from the site manager before closing.

“Verifying data today protects your budget tomorrow.”

Conclusion

Accuracy in your pricing comes from converting field records into applicable figures. By properly integrating performance data into the APU, you obtain realistic budgets and achievable schedules.

Adjust it for actual productivity—for example, consider 40% of productive time—to avoid discrepancies. This way, labor calculations and equipment contributions reflect daily performance.

With the examples of land clearing and EPS panels, you saw how to go from crew cost to cost per square meter. Now you know how to identify units, measure time, and transform that data into a unit cost for each activity and item.

Apply these methods (documentary information, experience, and direct measurements), use the information from the checklist and build your own performance data library. This improves your competitiveness and reduces risks on the construction site.