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Construction
Construction Industry EPM Solutions

At present, insufficient understanding of budget management in the construction industry has led to a disconnect between planning and objectives, as well as poor inter-departmental coordination. There is a widespread perception that budget management is solely the responsibility of the finance department. In addition, data silos are common, undermining the accuracy of budgets. From a market perspective, as the economy has entered a period of "new normal," the growth rate of China’s construction industry has slowed significantly, and this trend of steady growth is unlikely to change markedly.
Enterprises need to enhance organization-wide awareness of budget management, strengthen cross-department communication, and adopt digital tools to break down data barriers. This will enable data sharing and real-time analysis, improving the accuracy and efficiency of budgeting. At the same time, establishing budget evaluation mechanisms will ensure effective implementation and promote more scientific and refined budget management practices in the construction industry.

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Industry Pain Points
01
Slowdown in Construction Industry Growth
As China's economy enters a "new normal" period, the domestic construction industry is experiencing a significant slowdown in growth. This shift marks a transition toward more stable development, with the previous era of rapid expansion unlikely to return. Companies across the sector are facing intensified competition and shrinking profit margins. Traditional business models and growth strategies are no longer sufficient to meet current market demands.
02
Inadequate Management Systems
As market competition increases and projects grow more complex, traditional management systems in the construction industry are struggling to keep pace. The lifecycle of a construction project involves multiple stages and departments, making management highly challenging. Many companies lack effective strategic guidance and digital management platforms, limiting their ability to gain valuable insights and forecasts. This hinders responsiveness to market and client needs, leads to poor inter-department collaboration, and restricts overall operational efficiency.
03
Low Precision in Cost Allocation
The construction industry often faces issues with imprecise and unfair cost allocation and performance evaluation. Traditional cost management methods fail to provide real-time tracking and distribution of project costs, making it difficult to accurately understand cost structures and profitability. This lack of clarity complicates decision-making. Moreover, performance assessments often lack objectivity and fairness, reducing their effectiveness in motivating employees.
Services & Solutions

  • Comprehensive Budget Management for the Entire Project Lifecycle

  • Precision Management of Project Budget Baselines and Cost Standards

  • Rational Cost Allocation and Performance Management

Comprehensive Budget Management for the Entire Project Lifecycle
At the system level, the Intcube EPM solution establishes an end-to-end management chain that covers the entire project lifecycle from initiation to completion. The system adopts an informatized, full-process perspective to manage project information, providing users with an integrated and efficient workflow. Unlike traditional OA systems, the EPM offers a top-down budget control mechanism that strengthens management oversight and includes a ledger inquiry center, allowing users to precisely access project information from multiple angles and fully monitor budget and actual progress.
Precision Management of Project Budget Baselines and Cost Standards
Throughout the construction project management process, the Intcube EPM system addresses key stages—including project initiation, changes, costs, expenses, invoicing, payments, and closure (completion or termination)—tailored to the construction industry's specific needs and user requirements. By comparing project budgets with actual expenditures in parallel, the system supports rolling forecasts and project decision-making. Given the high variability in project amounts, forward-looking management of costs and expenses is essential. Relationships with stakeholders and applicable standards must also be considered when designing project plans.

The Intcube EPM system incorporates project management as a key dimension within its model and integrates business volume to link critical operational processes throughout the project lifecycle. Key factors such as business volume, position standards, staffing, allocation ratios, and evaluation criteria are all incorporated into the model.
Rational Cost Allocation and Performance Management
1.Rational Project Cost Allocation
The primary goal of cost allocation is to fairly distribute project-related management costs across individual projects. While often done based on labor hours, Intcube EPM introduces a more comprehensive approach: using dimensional modeling to allocate costs by business volume or account, enabling more granular, fair, and accurate distribution.
Based on this dimensional model, cost allocation from an account perspective first calculates total costs through business relationships, then distributes the amount based on labor hours or assessment ratios. If based on business volume, costs are allocated using parameters such as position standards and headcount. Additionally, project initiation, actual usage, and allocation data help build a full-cycle project management ledger.

2.Performance Evaluation Management
The Intcube EPM solution helps companies build a performance management system that includes rolling forecasts, costs, overheads, and profits. For construction projects, anticipating and managing costs and expenses in advance is critical, as post-event control significantly increases risk. Evaluating ongoing costs is essential to ensuring project success. From a project management perspective, profit assessment serves as the final control measure and can form the basis for reward and penalty mechanisms.

  • Comprehensive Budget Management for the Entire Project Lifecycle

    At the system level, the Intcube EPM solution establishes an end-to-end management chain that covers the entire project lifecycle from initiation to completion. The system adopts an informatized, full-process perspective to manage project information, providing users with an integrated and efficient workflow. Unlike traditional OA systems, the EPM offers a top-down budget control mechanism that strengthens management oversight and includes a ledger inquiry center, allowing users to precisely access project information from multiple angles and fully monitor budget and actual progress.

  • Precision Management of Project Budget Baselines and Cost Standards

    Throughout the construction project management process, the Intcube EPM system addresses key stages—including project initiation, changes, costs, expenses, invoicing, payments, and closure (completion or termination)—tailored to the construction industry's specific needs and user requirements. By comparing project budgets with actual expenditures in parallel, the system supports rolling forecasts and project decision-making. Given the high variability in project amounts, forward-looking management of costs and expenses is essential. Relationships with stakeholders and applicable standards must also be considered when designing project plans.

    The Intcube EPM system incorporates project management as a key dimension within its model and integrates business volume to link critical operational processes throughout the project lifecycle. Key factors such as business volume, position standards, staffing, allocation ratios, and evaluation criteria are all incorporated into the model.

  • Rational Cost Allocation and Performance Management

    1.Rational Project Cost Allocation
    The primary goal of cost allocation is to fairly distribute project-related management costs across individual projects. While often done based on labor hours, Intcube EPM introduces a more comprehensive approach: using dimensional modeling to allocate costs by business volume or account, enabling more granular, fair, and accurate distribution.
    Based on this dimensional model, cost allocation from an account perspective first calculates total costs through business relationships, then distributes the amount based on labor hours or assessment ratios. If based on business volume, costs are allocated using parameters such as position standards and headcount. Additionally, project initiation, actual usage, and allocation data help build a full-cycle project management ledger.

    2.Performance Evaluation Management
    The Intcube EPM solution helps companies build a performance management system that includes rolling forecasts, costs, overheads, and profits. For construction projects, anticipating and managing costs and expenses in advance is critical, as post-event control significantly increases risk. Evaluating ongoing costs is essential to ensuring project success. From a project management perspective, profit assessment serves as the final control measure and can form the basis for reward and penalty mechanisms.
Case Studies

JANGHO：Construction of a Comprehensive Budget Management System for Diversified Real Estate Enterprises

JANGHO：Construction of a Comprehensive Budget Management System for Diversified Real Estate Enterprises
As a real estate development and property service company focused on urban resource-oriented and innovative property projects, JANGHO has always placed strong emphasis on achieving its strategic goals through specialized and refined management. However, due to the lack of a unified, comprehensive budget management information system, the company faced low efficiency in budget compilation and reporting, as well as a shortage of effective budget control and analysis tools. In collaboration with Intcube, JANGHO has successfully implemented operational systems for cost payment and capital planning projects, continuously enhancing its management capabilities and risk prediction proficiency.
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