Project control is the sum of its parts: scheduling, supervising and reporting. Without each of these interrelated factors there can be no project control- and without project control it's pretty certain there won't be any company business for long. To be useful, scheduling must be reasonable from the standpoint of the work force: does it ask too much or too little of the work crew? If it asks too little, employees will see this at one, work more slowly, and the project may end in financial disaster. On the other hand, if employees find they can never keep up with the schedule they become frustrated and lose all incentive to try. Scheduling can be set up on the basis of a week, day, half-day or hour, depending on the nature of the job. Sometimes it must vary with the type of work, the qualification of the work crew, and the schedule of the general contractor if it is different than the concrete contractor. Without a schedule supervision is difficult; conversely, without supervision schedules become virtually useless. In addition to keeping watch of how the worker's time is being used, supervisors must be concerned with the quality of workmanship and the final acceptance by the owner. How supervision is actually handled depends on factors such as the size of the company, the type of job and the individual employee. In any event, either the contractor or a designated reliable employee must take full responsibility. Although most contractors keep careful records of money few keep close records of time. Some thoughts on how to keep time records. Good time cards should monitor an employee's time use adequately and should be of immediate help in determining how much should be charged to each job as direct labor and how much as overhead. If an employee works on more than one job during a day, the record should be kept on an hourly basis. Furthermore, the hours should be entered accurately and, importantly, on the day the work was done. In transferring the information on these records to a job account, a check can be make of the labor cost compared to the estimated cost while the job is still in progress.