We work out what your building will really cost and how long it will really take, then hold that line all the way to handover. Independent project, cost and construction management.
We hold the programme, the trades and the client interface in one place, from mobilisation to handover and defects close-out.
Hover for what lands on your desk
Estimates you can build a business case on, then the discipline to hold them.
Hover for what lands on your desk
Baselines, earned value, risk registers and reporting that say where the project really is.
Hover for what lands on your desk
Before you commit: what the site can take, what it will cost, and how the work is best packaged and let.
Hover for what lands on your desk
Everyone on a site has said "it'll be grand" about a slipping date. Here is how you tell when they are right.
Keep scrolling — the bars move with you
A building goes up in order: groundwork, frame, roof, windows, fit-out, handover. None can start until the one before finishes. Add them up and you have your opening date.
The roof takes two weeks longer than planned. Bad weather, a late delivery, a design query. It does not matter why. Watch what happens to everything after it.
Every job behind the roof shifts by the same two weeks. Nobody after the roofer did anything wrong. They simply could not start. Your opening date is now week 50.
Landscaping runs alongside the building and has four weeks of slack built in. It also ran two weeks over, and the opening date did not move at all.
Most jobs behave like the roof; only a handful behave like the landscaping. We work out which is which in week one, so when something slips we can tell you within the hour whether it costs you money.
Two minutes, no forms. One tells you whether we are a good match, the other gives you a rough size and cost.
Tick whatever is true of your project — there is no wrong answer here.
Pick what you are building — data centre, pharma, warehouse, offices or apartments — drag the size once, and see the cost, the hours and how many people that is on site.
Built on published construction cost and manhour benchmarks. Indicative only.
Neither is a test. Both are just a way to make the first call useful for both of us — and if we are not the right fit, we will say so and point you somewhere better.
Pick what you are building, drag the size and the programme. The sheet plots your footprint, your float and what one week late costs you. Take it with you.
Roughly 6,000 m² of building
About 14 months on site
Indicative only, built on published construction cost and manhour benchmarks and our own phasing model. It is a starting point for a conversation, not a quotation.
Scope, budget, programme and the risks written down before anyone breaks ground — so there is a baseline to measure against.
One programme, one cost report, one person accountable. When something slips you hear it from us first, with what it costs.
Commissioning, snags and documentation closed out to zero, so the building works on day one and you can prove it.
Two things worth having in the same firm. Bring us a project and we'll tell you straight what we think of it.
Site engineers, quantity surveyors and planners who got tired of hearing everything was grand right up until it wasn't. We still walk the job every week.
We started as site engineers and quantity surveyors. That is still how we run projects: close to the trades, in the detail, on the drawings.
No layers of juniors billed to your project. The people who scope the work are the people who deliver it.
Dashboards, BIM and structured site data are means to an end: earlier warning, fewer surprises, cheaper change.
Press the button. It is the same question on both sides, and this is the only reason we stay small.
Initials, years and what each person actually does. There is no second team: whoever sits across from you at stage one is the person on your job in week thirty.
Enough spread to cover European and Gulf time zones on the same programme, without handing your job to a call centre.
WHO YOU GET ON THE JOB
Six disciplines that mesh. Move one and the rest move with it — which is why one team should hold all six.
All six meshed. Turn one and the rest turn with it.
We hold the programme, the trades and the client interface in one place, from mobilisation to handover and defects close-out.
Estimates you can build a business case on, then the discipline to hold them.
Baselines, earned value, risk registers and reporting that say where the project really is.
Site appraisal, buildability review and value engineering before the drawings harden.
Packaging strategy, tender management and contractor vetting. The right contract with the right people behind it.
BIM coordination, live dashboards and site data capture, so one version of the truth reaches everyone.
We also supply the specialist technical layer that sits behind the programme and cost reports: process, electrical, instrumentation and E&I construction support.
Detailed engineering, FEED and safety studies for process plants, plus electrical and instrumentation design using P&ID, SPI, SPEL and AutoCAD.
Hands-on electrical and instrumentation erection, installation, supervision and commissioning assistance on site.
End-to-end procurement support from procedure and vendor analysis through inspection, expediting and dispatch.
Short- and long-term E&I specialists, SPI/SPEL power users and targeted software training for your own team.
Nothing here is clever. It is the difference between a number that reassures you and a number you can act on.
Embodied carbon is fixed by the structure and the frame, so it has to be decided early. Operational carbon can be improved later. We price both inside the options appraisal and the cost plan, with everything else — no standalone sustainability workstream.
Every record carries what it cost, how long it took and what changed because we were on it. If a project didn't move a number, it isn't here.
Most portfolios are photographs with adjectives attached. Ours has a fixed format, and a job only appears once every field can be evidenced.
What it cost, how long it took, where it was and what we were appointed to do. No ranges, no "circa", no unnamed sectors.
Weeks against baseline, percentage against budget, defects at handover, contingency drawn. If we cannot point at a number, it is not a case study, it is an anecdote.
Named clients and real figures only go up with sign-off. Which is why this register fills slowly, and why you can trust what is on it.
LOADING REGISTER…
Plain English, because the alternative helps nobody.
Haperty Shubhtec is a trading name of Haperty Limited, company number 706612, of 16 Barnwell Green, Dublin 15, Ireland. Phone +353 89 954 6036. In Norway we trade as Haperty Nordics, organisation number 836224582, of H505, Kobberveien 11, 4616 Kristiansand, Norway. Phone +47 46 74 60 36. We are the data controller for the information described here. Contact us at info@shubhtec.eu.
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If we change how we use your data we will update this page. Last updated 27 September 2026.
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This website is run by Haperty Shubhtec, a trading name of Haperty Limited, company number 706612, of 16 Barnwell Green, Dublin 15, Ireland. Phone +353 89 954 6036. In Norway we trade as Haperty Nordics, organisation number 836224582, of H505, Kobberveien 11, 4616 Kristiansand, Norway. Phone +47 46 74 60 36. Contact: info@shubhtec.eu.
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Last updated: [date]
Most consultants tell you their process. Fewer tell you what actually lands on your desk, and when. Here is both.
One session, usually ninety minutes, usually on site. Objectives, budget envelope, the constraints nobody has written down, and whether the thing is viable at all.
Scope fixed in writing, then an independent baseline of programme, cost plan and risk register. This is where the dates everyone has been repeating get tested against what is buildable.
Work packaged the way the site will be built, the contract form matched to the risk you can carry, and tenderers vetted on capacity rather than paperwork.
Named team, agreed reporting calendar, and the controls stack live before anyone breaks ground: document control, change control, cost coding.
A site walk every week by the person who wrote your programme. Progress measured against the baseline, not estimated. Change priced before it is instructed. Forecast out-turn updated monthly.
Commissioning and validation planned rather than squeezed, snagging tracked to zero, documentation assembled as it is produced, and the final account agreed on evidence we have been collecting since week one.
Two things run every week of a build. The programme moves forward, and we report on it. Here is each of them.
Every building goes up in the same order. Watch it happen, with the weeks and the money attached to each step. That panel is what we send you every Friday.
Control is not a document you produce at the end. It is a loop you run every week until the job is handed over.
Every week, on site, in the detail. Not a photo report forwarded by someone who wasn't there.
Progress, quantities and issues recorded against the baseline the same day they are seen.
Cost, programme and risk in one pack. You get it the day it is produced, not at month end.
Options priced before you choose, so a decision is never a guess and never a surprise.
Change is issued, logged and re-baselined. Then the week starts again.
Factories, production plants and big logistics sheds — where the machinery and services inside matter more than the building.
The plant. The shed is the easy half. The process kit inside it is what drives the programme.
Apartments, housing schemes and high-rise — tight sites, tight budgets, lots of trades in a small space.
Logistics. One gate, one crane, and forty trades all wanting the same slot on the same morning.
Offices, shops and interior fit-outs — where the opening date decides when rent starts coming in.
The date. A tenant has signed a lease. The rent starts whether the floor is ready or not.
Roads, water and utility works — built through land that is already in use, with a long list of people to keep on side.
Everyone else's land. Wayleaves, utilities and landowners. None of them are on your programme.
Upgrading or reusing an existing building — surveyed properly before anyone commits to a price.
What you cannot see. Until the structure is opened up, every price on the page is provisional.
Hospitals and schools that stay open while you build — so the work happens in short, permitted windows.
Working around people. The ward stays open and the term keeps running. Permits govern every hour of it.
The cards above are about timing. This list is simply the kinds of work our team has done before, grouped into four areas.
Same axis as the rail above. Pick your sector, then tick anything that is true of your project.
Not a quotation — the same judgement we would form on a first call, written down so you can see what drives it.
Pick your building type, drag the dial once, and see the cost, the manhours behind it and the crew size it implies. No forms, no spam — just a quick, honest sense of scale.
Hover a band for the cost and hours behind it.
The longer the commitment, the lower the effective rate and the more capacity we reserve for you. Rates are quoted against your scope — there is no list price for a discipline you have not defined yet.
Out-of-hours and weekend work: minimum two hours, then €390 per hour. Anything inside the agreed period is already covered.
All three are a fixed monthly fee against a written scope. No percentage of construction value, because that pays us more when your job costs more.
A fixed number of days a month
You keep your delivery team and we sit above it: baseline the programme, review the cost plan, chair the monthly. The lightest way to start.
One of ours, full time, on your job
A named project or cost manager who works as part of your team and reports to you. Suits a single significant build where you have nobody in-house holding the programme.
We hold the whole thing
Project management, cost management and controls under one appointment, with one name accountable for the outcome. Suits a client who wants to hand over the machinery and receive a building.
Fees depend on size and length, so we will not pretend to price it on a website. Ask, and you get a number and a scope on one page.
Written here rather than buried in an appendix, because these are the clauses that actually affect what you pay.
Committed periods are invoiced in advance. It is what lets us hold named people against your programme instead of chasing them across other jobs.
For six- and eighteen-month appointments we ring-fence the resource. That capacity is yours whether you draw it down evenly or in bursts.
Committed hours that go unused are still chargeable. You are buying availability, so we say it up front rather than in a footnote.
Three months' notice to reduce or stand down a committed resource. Same notice you would give anyone you had reserved.
Two-hour minimum, then €390 per hour. Applies to night shifts, weekends and shutdown windows outside the agreed pattern.
We bring the licences — P6, Candy, CostX, Power BI — and the people. You are not funding software seats or an office.
Licences, templates and dashboards are ours. Deliverables land in a format your team and your contractor can both open.
Primavera P6 EPPM · Oracle Primavera Cloud · MS Project
Candy · CostX
Revit · AutoCAD · BIM 360 · Tekla · PDMS · SP3D · MicroStation
ETABS · STAAD · ETAP · DIALux
Power BI dashboards, KPI definition and data-quality validation
Tell us the stage you’re at and what’s on your mind. If we’re not the right fit, we’ll say so early and point you somewhere better.
Scroll down to follow the enquiry. Each stage lights up as you reach it.
Form, email or phone — it goes straight to a director, not a shared inbox.
We look at the discipline, the programme pressure and the likely budget order.
No pitch deck. Just enough questions to decide if a deeper conversation is worth it.
What we would do, what it costs, and an honest answer on whether you need us at all.