Role catalogs

Project Accountant workflow catalog

an accounting professional who tracks job costs, billing and budgets for construction projects and reconciles them for project reviews

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166
workflows in this catalog
1
industryConstruction 166
4
areas of workLargest: Finance & Accounting (60)
334k
hrs/yr across these workflowsPlanning estimates from the Process Atlas

Project Accountant

Area

166 workflows

Project Accountant · 4 areas · about 334k hrs/yr

Construction (166 workflows)

Finance & Accounting (60)

about 260,712 hrs/yr

  1. Subcontract pay app intake (Daily / Monthly, about 6,250 hrs/yr) Subcontractors submit monthly pay applications, often on AIA G702/G703 forms or through an owner's payment platform, with the schedule of values, percent complete, stored materials, and retention.
  2. Pay app compliance check (Daily / Monthly, about 6,250 hrs/yr) Before a pay app is approved, accounting confirms compliance: current insurance certificate, prior-period lien waivers received, certified payroll if required, and any contract-specific documents.
  3. Pay app SOV validation (Daily / Monthly, about 6,250 hrs/yr) Accounting checks each pay app line against the subcontract schedule of values: scheduled value matches, percent complete does not exceed 100, and the math totals correctly.
  4. Retention validation (Daily / Monthly, about 6,250 hrs/yr) Retention on each pay app is checked against the subcontract rate, including any reduction after a completion point, and retention held to date is tied to the ledger.
  5. Lien waiver collection (Daily / Monthly, about 6,250 hrs/yr) For every payment, the company collects lien waivers from subcontractors and suppliers, conditional before payment and unconditional after, tracking which waivers are outstanding by job and period.
  6. Conditional lien waiver validation (Daily / Monthly, about 6,250 hrs/yr) Conditional waivers are checked for correct claimant, job, amount, and through-date, and in states that mandate statutory forms, that the exact form was used.
  7. Unconditional lien waiver follow-up (Daily / Monthly, about 6,250 hrs/yr) After payment clears, the company follows up for unconditional waivers matching the amounts paid, closing the lien exposure for that period.
  8. AP posting (Daily / Monthly, about 6,250 hrs/yr) Approved invoices are posted to the AP subledger and job cost, with batch totals checked and posting reports kept for the close.
  9. AP payment run (Daily / Monthly, about 6,250 hrs/yr) The payment run selects approved invoices due for payment, excluding held invoices and vendors with compliance holds, and produces checks or electronic payments.
  10. Subcontract payment approval (Daily / Monthly, about 6,250 hrs/yr) Subcontractor payments need PM approval of the pay app amount and confirmation that compliance, waivers, and retention are in order before release.
  11. Joint check processing (Daily / Monthly, about 6,250 hrs/yr) Joint checks are issued to both the subcontractor and supplier as payees under a joint check agreement, with the amount split recorded.
  12. Positive pay submission (Daily / Monthly, about 6,250 hrs/yr) After printing checks, AP uploads the issued check file to the bank's positive pay service so the bank can reject checks that do not match.
  13. ACH payment file (Daily / Monthly, about 6,250 hrs/yr) Electronic payments are sent as ACH files built from the payment run and uploaded to the bank portal for release under dual control.
  14. Owner billing preparation (Daily / Monthly, about 6,250 hrs/yr) Each billing cycle, project accounting builds the owner billing from the schedule of values, approved change orders, stored materials, and retention, after the PM confirms percent complete in the field.
  15. AIA G702/G703 billing (Daily / Monthly, about 6,250 hrs/yr) Progress billings on AIA G702 and G703 show original contract sum, net change orders, work completed by line, stored materials, retainage, and current payment due, certified by the architect before the owner pays.
  16. T&M billing (Daily / Monthly, about 6,250 hrs/yr) Time-and-materials work is billed from signed field tickets priced at contract labor, equipment, and material rates plus the allowed markups, with tickets and supplier invoices attached as backup.
  17. Unit-price billing (Daily / Monthly, about 6,250 hrs/yr) Unit-price contracts, common in heavy civil and public work, bill agreed installed quantities times the contract unit prices, with quantities measured jointly with the owner's inspector each pay period.
  18. Cost-plus billing (Daily / Monthly, about 6,250 hrs/yr) Cost-plus billing charges actual reimbursable cost plus fee with detailed backup, and on guaranteed maximum price contracts tracks cumulative cost against the GMP and any shared savings terms.
  19. Progress billing approval (Daily / Monthly, about 6,250 hrs/yr) Before the final application, the draft or pencil billing is reviewed with the owner's representative and the architect, who agree percent complete by line so the certified billing is paid without rework.
  20. Change-order billing (Daily / Monthly, about 6,250 hrs/yr) Executed owner change orders are added to the billing as new schedule of values lines or line adjustments, so changed work can be billed as it is completed.
  21. Retention billing (Daily / Monthly, about 6,250 hrs/yr) At substantial completion or the contract's release point, retention held by the owner is billed, typically with closeout documents, final waivers, and consent of surety attached.
  22. Owner payment receipt (Daily / Monthly, about 6,250 hrs/yr) Owner payments arrive by check, ACH, or wire.
  23. Collections follow-up (Daily / Monthly, about 6,250 hrs/yr) Overdue owner invoices are chased by call, email, and letter, and where needed by preliminary notices, prompt payment claims, or lien filings, all tracked by job with statutory deadlines.
  24. Customer statement (Daily / Monthly, about 6,250 hrs/yr) Owners with several jobs or service accounts receive a monthly statement listing open invoices, retention held, and payments received, emailed to their accounts payable contact.
  25. Equipment cost allocation (Daily / Monthly, about 6,250 hrs/yr) Owned equipment is charged to jobs at internal hourly or daily rates based on reported usage, with the charges credited to the equipment cost pool so fleet cost is recovered.
  26. Labor burden allocation (Daily / Monthly, about 6,250 hrs/yr) Labor burden, meaning payroll taxes, workers compensation, benefits, and union fringes, is allocated to jobs on top of gross wages using burden rates by class or union.
  27. Indirect cost allocation (Daily / Monthly, about 6,250 hrs/yr) Indirect costs such as shop, yard, and project support are allocated to jobs each period on a set basis like labor hours or direct cost, so job margins carry their share.
  28. General conditions allocation (Daily / Monthly, about 6,250 hrs/yr) General conditions shared across projects, such as a trailer compound, a project executive, or site security, are allocated to each job by duration, headcount, or usage.
  29. Journal entry (Daily / Monthly, about 6,250 hrs/yr) Manual journal entries record adjustments, reclasses, and corrections.
  30. Recurring journal entry (Daily / Monthly, about 6,250 hrs/yr) Recurring entries for rent, depreciation, loan interest, and insurance amortization post each period from a schedule maintained by accounting and reviewed at close.
  31. Accruals (Daily / Monthly, about 6,250 hrs/yr) At month-end, accounting accrues costs incurred but not yet invoiced, such as subcontractor work in place, received materials, and unpaid payroll, so job cost and WIP reflect the period.
  32. Prepaids (Daily / Monthly, about 6,250 hrs/yr) Prepaid insurance, bonds, software, and deposits are recorded as assets when paid and amortized monthly over the coverage period, with the schedule tied to the balance sheet.
  33. Intercompany charges (Daily / Monthly, about 6,250 hrs/yr) Related companies charge each other for equipment, labor, and shared services.
  34. Fixed assets (Daily / Monthly, about 6,250 hrs/yr) Equipment, vehicles, and buildings are added, disposed of, and depreciated in the fixed asset register, which must tie to the GL at every close.
  35. Job profitability reporting (Daily / Monthly, about 6,250 hrs/yr) Job profitability reports show revenue, cost, and gross margin by job and division, compared with bid margin and current forecast, for PMs, operations managers, and executives.
  36. Overhead allocation (Daily / Monthly, about 6,250 hrs/yr) Company overhead is allocated to divisions or jobs on a set basis, such as direct labor or revenue, so leadership sees profitability after overhead rather than gross margin alone.
  37. Tax reporting (Daily / Monthly, about 6,250 hrs/yr) Accounting prepares tax reports and supporting schedules for income, payroll, franchise, and property taxes, including workpapers and data requests for the outside CPA.
  38. 1099 processing (Daily / Monthly, about 6,250 hrs/yr) At year-end, accounting reviews payments to reportable vendors, confirms TINs from W-9s, and prepares Forms 1099-NEC and 1099-MISC for recipients and IRS filing.
  39. Vendor invoice intake (Daily, about 2,250 hrs/yr) Vendor invoices arrive by email, mail scans, and supplier portals.
  40. Invoice duplicate check (Daily, about 2,250 hrs/yr) Before entry, AP checks each invoice against history for duplicates, since the same invoice often arrives twice by email and mail, or with a changed number or date.
  41. PO invoice match (Daily, about 2,250 hrs/yr) Material invoices are matched to the purchase order and the field receipt for quantity and price, and invoices outside tolerance are held until the PM or buyer resolves the difference.
  42. Vendor invoice coding (Daily, about 2,250 hrs/yr) AP codes each invoice to job, cost code, cost type, and GL account, using the PO or subcontract where one exists and the PM's direction where one does not.
  43. Invoice approval routing (Daily, about 2,250 hrs/yr) Invoices route to the PM, superintendent, or department head for approval based on job and amount, often in an AP workflow tool, before they can be paid.
  44. Owner invoice submission (Daily, about 2,250 hrs/yr) Owner invoices go out through owner payment portals, email, or mail, with the attachments each owner requires, such as lien waivers, certified payroll reports, insurance certificates, and cost backup.
  45. Cash application (Daily, about 2,250 hrs/yr) Receipts are applied to specific owner invoices in the AR ledger, and differences such as retention, short-pays, or overpayments are recorded with a reason so the job's receivable stays accurate.
  46. Stored materials documentation review (Daily / Weekly, about 546 hrs/yr) When a pay app bills stored materials, accounting reviews invoices, bills of sale, insurance, photos, and storage location, as the contract requires, before paying for material not yet installed.
  47. Vendor statement reconciliation (Daily / Weekly, about 546 hrs/yr) When a supplier's monthly statement arrives by email or vendor portal, AP compares it with the vendor ledger to find missing invoices, unapplied credits, and payments the supplier has not recorded, then files the reconciliation.
  48. AP aging review (Daily / Weekly, about 546 hrs/yr) Each week the controller works the AP aging for invoices past terms, invoices stuck on compliance or waiver holds, and suppliers at risk of stopping deliveries or serving preliminary lien notices.
  49. AR aging review (Daily / Weekly, about 546 hrs/yr) Each week AR and the controller review aging for overdue owner invoices, retention receivable, and disputed amounts, and assign collection actions by job and project manager.
  50. Job cash flow reconciliation (Daily / Weekly, about 546 hrs/yr) Job cash flow compares cash received from the owner with cash paid out for labor, subcontractors, and materials, showing whether each job is cash positive or being financed by the company.
  51. Job cost reconciliation (Daily / Weekly, about 546 hrs/yr) Each period, job cost totals are reconciled with the AP, payroll, and equipment subledgers and the GL, proving every dollar of cost landed on the right job and account.
  52. Credit card reconciliation (Daily / Weekly, about 546 hrs/yr) Company credit card charges are downloaded from the card portal, matched to receipts, coded to job, cost code, and GL account, and approved by the cardholder and a manager each statement cycle.
  53. Bank reconciliation (Daily / Weekly, about 546 hrs/yr) Each month accounting reconciles every operating and payroll bank account, matching cleared checks, deposits, and transfers with the ledger and listing outstanding items on the signed reconciliation.
  54. Subledger-to-GL reconciliation (Daily / Weekly, about 546 hrs/yr) Each period the AP, AR, payroll, and job cost subledgers are reconciled to their GL control accounts, and any difference is traced to its transaction before the books close.
  55. Balance sheet reconciliation (Daily / Weekly, about 546 hrs/yr) Every balance sheet account is reconciled at close with a supporting schedule, such as prepaids, accruals, retention payable, or loans, and each reconciliation is reviewed and signed.
  56. WIP-to-GL reconciliation (Daily / Weekly, about 546 hrs/yr) The WIP schedule's earned revenue, cost, and billing figures are reconciled to the GL, so reported revenue and over and under billing balances match the books exactly.
  57. Sales/use tax review (Daily / Weekly, about 546 hrs/yr) Sales and use tax on purchases and billings is reviewed by jurisdiction, accruing use tax where a vendor charged none on taxable material and confirming exemption certificates for exempt sales.
  58. Month-end close (Monthly, about 432 hrs/yr) Month-end close runs a checklist of cutoffs, accruals, reconciliations, WIP entries, and reviews across AP, payroll, billing, and the GL, ending with a locked period and financial statements.
  59. Financial statements (Monthly, about 432 hrs/yr) After close, accounting prepares monthly financial statements from the locked ledger, including balance sheet, income statement, and WIP schedule, for management, the surety, and lenders.
  60. Audit support (Annual / Periodic, about 46 hrs/yr) For the annual audit or review, accounting supplies the CPA firm with schedules, reconciliations, contracts, WIP support, and sampled invoices and pay apps, tracked on the auditor's request list.

Payroll, HR & Labor Compliance (38)

about 35,372 hrs/yr

  1. Field timecard collection (Daily, about 2,250 hrs/yr) Foremen submit crew timecards daily or weekly from paper sheets, time apps, or mobile field apps, listing each worker's hours by job, cost code, and pay class.
  2. Timecard import (Daily, about 2,250 hrs/yr) Time from the field app or timekeeping system is imported into payroll, with employees, jobs, cost codes, and pay types mapped to the ERP's values.
  3. Timecard exception correction (Daily, about 2,250 hrs/yr) Timecard exceptions such as missing cost codes, inactive jobs, overlapping entries, and excessive daily hours are corrected with the foreman before payroll processes.
  4. Union assignment (Weekly / Biweekly, about 988 hrs/yr) Union members are assigned to their local and collective bargaining agreement, which sets wage rates, fringe contributions, dues, and reporting obligations for every hour worked.
  5. Supervisor time approval (Weekly / Biweekly, about 988 hrs/yr) Supervisors approve their crews' weekly time before payroll runs, confirming hours, jobs, and cost codes are accurate and signing off in the time system.
  6. Overtime calculation (Weekly / Biweekly, about 988 hrs/yr) Overtime is calculated under the FLSA weekly rule, any state daily overtime rules, and union agreement terms, which may pay premium after a set daily hour count or on weekends.
  7. Shift differential (Weekly / Biweekly, about 988 hrs/yr) Workers on night, swing, or weekend shifts earn a differential set by union agreement or company policy, applied as a rate adder or percentage on qualifying hours.
  8. Per diem processing (Weekly / Biweekly, about 988 hrs/yr) Traveling crews receive per diem for lodging and meals under company or union rules, paid per qualifying day, with taxability depending on how the plan is structured.
  9. Travel pay processing (Weekly / Biweekly, about 988 hrs/yr) Travel time and travel pay between the shop and remote jobs are paid under union agreement or company policy, often by zone or mileage band.
  10. Union fringe calculation (Weekly / Biweekly, about 988 hrs/yr) Union fringe benefits, such as health and welfare, pension, annuity, vacation, and training funds, are calculated per hour worked using each local's rate sheet.
  11. Union dues deduction (Weekly / Biweekly, about 988 hrs/yr) Union working dues are withheld from members' pay as a percentage of gross or a rate per hour under the agreement, supported by signed dues authorizations.
  12. Payroll preprocessing (Weekly / Biweekly, about 988 hrs/yr) Before each payroll, payroll checks imported time, rates, deductions, garnishments, and new hires or terminations, and fixes errors while changes are still cheap.
  13. Payroll run (Weekly / Biweekly, about 988 hrs/yr) Payroll is run weekly for most field crews, calculating gross pay, taxes, deductions, fringes, and net pay, then producing checks, deposits, and the payroll register.
  14. Direct deposit file (Weekly / Biweekly, about 988 hrs/yr) Direct deposit payments are sent as an ACH file to the bank, matching net pay by employee and uploaded before the bank's cutoff for payday.
  15. Payroll tax filing (Weekly / Biweekly, about 988 hrs/yr) Payroll tax deposits and returns, including federal Form 941, state withholding, and unemployment, are filed on their schedules across every state where crews work.
  16. Payroll GL posting (Weekly / Biweekly, about 988 hrs/yr) Payroll costs are posted to the GL and job cost, including wages by job and code, burden, taxes, and fringes, with totals tied to the register.
  17. Certified payroll report (Weekly / Biweekly, about 988 hrs/yr) For public jobs, a certified payroll report goes to the owner each week, listing each worker's classification, hours, rates, deductions, and fringes, signed with a statement of compliance.
  18. LCPtracker upload (Weekly / Biweekly, about 988 hrs/yr) Many public owners require weekly certified payroll data uploaded to LCPtracker or a similar compliance portal, with worker identity, classification, hours, rates, and fringes for each project.
  19. Union report preparation (Weekly / Biweekly, about 988 hrs/yr) Monthly union reports list each member's hours and contributions by fund for each local, submitted to the trust fund administrators by their due dates.
  20. Union benefit remittance (Weekly / Biweekly, about 988 hrs/yr) Union benefit contributions are remitted to each trust fund with the monthly report by the fund's due date; late or short payments can bring interest, liquidated damages, and fund audits.
  21. New hire reporting (Weekly / Biweekly, about 988 hrs/yr) Each new hire is reported to the state directory of new hires within that state's deadline, with the employee's identifiers and the employer's federal and state account numbers.
  22. Benefit enrollment (Weekly / Biweekly, about 988 hrs/yr) Eligible employees enroll in health, dental, retirement, and other benefits during their eligibility window or open enrollment, and elections are entered in payroll and carrier portals.
  23. PTO processing (Weekly / Biweekly, about 988 hrs/yr) PTO requests are approved by supervisors, recorded in timekeeping, and paid through payroll, with balances accrued and capped under company policy or the union agreement.
  24. Leave administration (Weekly / Biweekly, about 988 hrs/yr) Leave under FMLA, state family and medical leave laws, or company policy is tracked for eligibility, required notices, leave dates, and return to work in the HR file.
  25. Employee transfer between jobs (Weekly / Biweekly, about 988 hrs/yr) When workers move between jobs, their job assignment, pay rate, union, workers comp class, and tax state may change and must be updated before time posts.
  26. Termination/offboarding (Weekly / Biweekly, about 988 hrs/yr) When employees leave, payroll processes final pay within the state's deadline, benefits end, company equipment and tools are returned, and system access is removed.
  27. Training assignment (Weekly / Biweekly, about 988 hrs/yr) Required safety and job training, such as OSHA 10 or 30, fall protection, and equipment operation, is assigned to employees by role and tracked to completion.
  28. License/certification expiration tracking (Weekly / Biweekly, about 988 hrs/yr) Licenses and certifications such as CDLs, crane operator certifications, welding certs, and first aid cards are tracked for expiration so no worker performs work uncertified.
  29. Drug test/background check administration (Weekly / Biweekly, about 988 hrs/yr) Pre-employment, random, post-incident, and reasonable-suspicion drug tests and background checks are ordered and recorded under company policy and owner site requirements.
  30. Cost code/job allocation review (Daily / Weekly, about 546 hrs/yr) Project accountants review labor hours charged by job and cost code for misallocation, such as hours posted to closed codes or to jobs where the crew was not working.
  31. Payroll reconciliation (Daily / Weekly, about 546 hrs/yr) Payroll registers are reconciled with approved timecards, GL postings, tax liabilities, and bank debits, so every dollar of gross, net, tax, and fringe is accounted for.
  32. Davis-Bacon compliance review (Daily / Weekly, about 546 hrs/yr) Payroll reviews certified jobs for Davis-Bacon compliance: rates at or above the wage determination, correct classifications, registered apprentice ratios, and overtime under the Contract Work Hours and Safety Standards Act.
  33. Workers compensation class review (Daily / Weekly, about 546 hrs/yr) Workers compensation class codes are reviewed for each employee and job, since misclassification changes premium and triggers findings at the carrier's payroll audit.
  34. Employee onboarding (Per event / project, about 150 hrs/yr) A new hire starts the onboarding packet: offer letter, W-4, state withholding form, direct deposit form, and Form I-9, whose Section 2 is due within three business days of the start date.
  35. Employee craft/class setup (Per event / project, about 150 hrs/yr) Each craft employee is set up with a craft and class, such as carpenter foreman or third-period apprentice, which drives pay rate, union fringes, workers compensation class, and certified payroll classification.
  36. Pay rate setup (Per event / project, about 150 hrs/yr) Pay rates are entered for each employee by craft, class, and shift, and updated when agreements, prevailing wage determinations, or promotions change them on a set effective date.
  37. Prevailing wage setup (Per event / project, about 150 hrs/yr) For public projects, payroll loads the applicable Davis-Bacon or state prevailing wage determination, with each classification's base rate and fringe, onto the job before labor posts.
  38. Certified payroll setup (Per event / project, about 150 hrs/yr) Jobs that require certified payroll are flagged, with the report format, submission method, owner contact, project number, and weekly deadline recorded so no week is missed.

Project Controls & Cost (39)

about 32,048 hrs/yr

  1. Budget revision (Weekly / Monthly, about 1,118 hrs/yr) When the owner approves a change order, the job budget is revised by cost code so the revised budget equals original budget plus approved changes, with the change order number carried as reference.
  2. Budget transfer (Weekly / Monthly, about 1,118 hrs/yr) PMs move budget between cost codes, often from contingency or buyout savings, without changing the job total, and each transfer is documented with a reason and approval.
  3. Committed cost update (Weekly / Monthly, about 1,118 hrs/yr) Committed cost is refreshed from executed subcontracts, purchase orders, and approved change orders, so the cost report shows what the job is contractually bound to pay.
  4. Cost code correction (Weekly / Monthly, about 1,118 hrs/yr) Costs posted to the wrong job or cost code are moved with correcting entries, documented with the original transaction and the reason for the change.
  5. WIP adjustment entry (Weekly / Monthly, about 1,118 hrs/yr) The WIP schedule's totals for costs in excess of billings and billings in excess of costs are booked to the balance sheet with a journal entry, usually reversing the next month.
  6. Earned revenue calculation (Weekly / Monthly, about 1,118 hrs/yr) Earned revenue is calculated by percent complete, usually cost to date divided by estimated total cost, times revised contract value, with a full provision for any projected loss.
  7. Contingency draw tracking (Weekly / Monthly, about 1,118 hrs/yr) Every draw on the contractor's or owner's contingency is logged with amount, reason, and approval, keeping a running balance for owner reporting and forecasting.
  8. Allowance tracking (Weekly / Monthly, about 1,118 hrs/yr) Owner allowances in the contract are tracked against actual spend, and remaining allowance is returned or overruns billed through change orders at the end.
  9. Schedule status update (Weekly / Monthly, about 1,118 hrs/yr) The scheduler updates the schedule each period in P6 or MS Project with a new data date, actual starts and finishes, and remaining durations reported by the field.
  10. Schedule progress entry (Weekly / Monthly, about 1,118 hrs/yr) Progress on each schedule activity, measured by percent complete or installed quantities, is entered in P6 or MS Project from field reports and daily logs before the period update.
  11. Baseline vs current schedule analysis (Weekly / Monthly, about 1,118 hrs/yr) The current schedule is compared with the baseline to find activities and milestones that have slipped, and by how much, for the monthly report and owner updates.
  12. Delay analysis (Weekly / Monthly, about 1,118 hrs/yr) When delays occur, the team analyzes cause, responsibility, and completion impact using schedule updates, daily logs, RFIs, and correspondence, supporting any time extension request.
  13. Recovery schedule (Weekly / Monthly, about 1,118 hrs/yr) When the job falls behind, a recovery schedule shows how lost time will be regained through resequencing, added crews, or overtime, submitted to the owner if required.
  14. Resource loading (Weekly / Monthly, about 1,118 hrs/yr) Schedule activities are loaded with crew hours and equipment from the estimate to confirm manpower is realistic and to plan labor by trade and week in P6 or MS Project.
  15. Project risk register update (Weekly / Monthly, about 1,118 hrs/yr) Each month the PM updates the project risk register, listing threats and opportunities with owner, likelihood, impact, and response, from meetings, field reports, and change logs.
  16. Project risk quantification (Weekly / Monthly, about 1,118 hrs/yr) Project risks are given cost and schedule values, from likelihood times impact or range estimates, so contingency and the forecast reflect likely outcomes rather than hope.
  17. Margin fade/gain analysis (Weekly / Monthly, about 1,118 hrs/yr) Each month project controls break down why a job's margin moved, separating buyout, productivity, change orders, and estimate errors, using current and prior forecasts by cost code.
  18. Cost report distribution (Weekly / Monthly, about 1,118 hrs/yr) After close, the monthly job cost report is distributed to PMs, operations managers, and executives, and on some jobs an owner version is issued without internal figures.
  19. Project KPI dashboard (Weekly / Monthly, about 1,118 hrs/yr) A KPI dashboard in Power BI or another BI tool shows cost, schedule, safety, and quality metrics by project, refreshed on a set cadence for leadership.
  20. Actual cost reconciliation (Daily / Weekly, about 546 hrs/yr) Actual cost posted from AP, payroll, equipment charges, and journal entries is checked against source documents and the project platform, catching misposted, duplicate, or missing charges.
  21. Cost-to-complete forecast (Daily / Weekly, about 546 hrs/yr) Each month the PM estimates the remaining cost to finish every cost code, from quantities left, productivity to date, open commitments, and known risks, in the ERP forecast screen or Excel.
  22. Estimate-at-completion forecast (Daily / Weekly, about 546 hrs/yr) Estimate at completion equals cost to date plus cost to complete for each code and the job, compared with the revised budget to show projected overrun or underrun.
  23. Forecast narrative (Daily / Weekly, about 546 hrs/yr) PMs write a short narrative each month explaining forecast changes, major variances, pending changes, and risks, attached to the cost report for operations and finance.
  24. Over/under billing review (Daily / Weekly, about 546 hrs/yr) Controllers review jobs that are overbilled or underbilled beyond normal ranges, since underbilling can hide cost overruns and overbilling can mask cash problems.
  25. Percent-complete review (Daily / Weekly, about 546 hrs/yr) Cost-based percent complete is compared with the PM's physical estimate and the schedule to catch forecasts that distort revenue, such as front-loaded costs or stale estimates.
  26. Labor productivity review (Daily / Weekly, about 546 hrs/yr) Project controls compare actual labor hours with earned hours by cost code, spotting crews that run over budget early enough to change methods or crew mix.
  27. Quantity productivity review (Daily / Weekly, about 546 hrs/yr) Installed quantities per period are compared with plan by cost code to confirm production rates will finish the work on time and within budgeted hours.
  28. Change exposure review (Daily / Weekly, about 546 hrs/yr) The PM and project controls review pending and unapproved changes, both owner and subcontract, to measure how much cost is at risk if changes are not approved.
  29. Pending change forecast (Daily / Weekly, about 546 hrs/yr) Pending changes judged probable are carried into the forecast for revenue and cost, with the likelihood recorded, so the WIP schedule reflects realistic outcomes.
  30. Cash flow forecast (Daily / Weekly, about 546 hrs/yr) Project controls maintain a monthly cash flow forecast for each job in Excel, comparing expected billings and owner receipts with payments to subcontractors, suppliers, and payroll.
  31. Critical path review (Daily / Weekly, about 546 hrs/yr) After each update, the scheduler reviews the critical and near-critical paths in P6 or MS Project to confirm what drives completion and whether float is being consumed.
  32. Schedule-to-cost integration review (Daily / Weekly, about 546 hrs/yr) Project controls check that the schedule and cost forecast tell the same story on percent complete, remaining work, and completion date, since general conditions cost follows the finish date.
  33. Procurement schedule update (Daily / Weekly, about 546 hrs/yr) Each period the procurement schedule is updated with actual submittal, approval, order, and delivery dates, and with new need dates pulled from the current schedule update.
  34. Long-lead risk review (Daily / Weekly, about 546 hrs/yr) Long-lead items are reviewed for risk from supplier delays, submittal problems, or design changes, and mitigation is planned where delivery threatens a schedule milestone.
  35. Monthly project review package (Daily / Weekly, about 546 hrs/yr) Each month project controls assemble a review package for each job: cost report, forecast, WIP line, schedule status, change log, risks, and cash flow.
  36. Committed cost reconciliation (Daily / Weekly, about 546 hrs/yr) Committed cost in the ERP is reconciled with billed and paid amounts per commitment, catching subs billing past their contract value and commitments missing approved change orders.
  37. Open PO/subcontract review (Daily / Weekly, about 546 hrs/yr) Each month, open POs and subcontracts are reviewed for remaining balances that should be closed, reduced, or extended, so committed cost in the cost report stays accurate.
  38. Forecast approval workflow (Daily / Weekly, about 546 hrs/yr) Monthly forecasts pass through approval by the PM, operations manager, and sometimes the CFO before they lock in the ERP and feed the WIP schedule.
  39. Monthly WIP schedule (Monthly, about 432 hrs/yr) After month-end, accounting builds the WIP schedule for every open job: contract value, estimated cost, cost to date, percent complete, earned revenue, billings, and over or under billing.

Preconstruction & Project Setup (29)

about 6,264 hrs/yr

  1. Prime contract review (Daily / Weekly, about 546 hrs/yr) The PM and legal read the owner contract for payment terms, retention, notice periods, change procedures, liquidated damages, indemnity, and flow-down clauses, and write a risk summary for operations.
  2. Estimate-to-budget reconciliation (Daily / Weekly, about 546 hrs/yr) Project controls reconcile the estimate to the ERP budget line by line, confirming each estimate item landed in the correct cost code and every buyout adjustment is documented with a reason.
  3. Forecast baseline (Daily / Weekly, about 546 hrs/yr) At the start, each cost code's forecast equals its original budget.
  4. Contract award intake (Per project, about 216 hrs/yr) A notice of award or signed contract arrives by email or owner portal.
  5. Original budget import (Per project, about 216 hrs/yr) The approved estimate becomes the original budget by cost code and cost type, keyed or imported into the ERP so the budget ties exactly to contract value less planned fee.
  6. Project team assignment (Per project, about 216 hrs/yr) Operations assigns the PM, project engineer, superintendent, and project accountant to the new job, and records them in the ERP job record, the project platform, and the company staffing plan.
  7. Owner master validation (Per project, about 216 hrs/yr) Before the first billing, accounting confirms the owner record is right: legal name, billing address, tax status, payment terms, and billing contact, all checked against the contract and owner documents.
  8. RFI log initialization (Per project, about 216 hrs/yr) At job start, the project engineer sets up the RFI log with numbering, default reviewers by discipline, response periods taken from the contract, and distribution lists.
  9. Drawing log initialization (Per project, about 216 hrs/yr) The contract drawing set is loaded as the first issue of the drawing log, recording each sheet number, title, discipline, revision, and issue date.
  10. Permit log initialization (Per project, about 216 hrs/yr) Every permit the job needs, from building and grading to encroachment, demolition, and street use, is listed with agency, application date, status, and expiration so none are missed.
  11. Startup meeting preparation (Per project, about 216 hrs/yr) The PM prepares the internal kickoff and the owner preconstruction meeting: agenda, contract summary, team roster, key dates, submittal requirements, and site logistics.
  12. Project execution plan (Per project, about 216 hrs/yr) The project execution plan records how the job will be run: organization, schedule approach, procurement, quality, safety, communication, and reporting, and operations leadership approves it.
  13. Cash flow baseline (Per project, about 216 hrs/yr) Project controls build the baseline cash flow curve from the schedule of values, the cost-loaded schedule, retention, and payment terms, forecasting monthly billings and payments over the job's life.
  14. Cost-to-complete baseline (Per project, about 216 hrs/yr) At job start, cost to complete for each cost code is set to budget less committed and actual cost, giving the first remaining-cost picture for monthly forecasting.
  15. Project setup in ERP (Per event / project, about 150 hrs/yr) Project accounting creates the job from the approved setup form: job number, customer, contract, cost codes, billing method, tax, retention, and team members, before any cost can post against it.
  16. Job number creation (Per event / project, about 150 hrs/yr) Accounting assigns the job number under the company convention for division, year, and job type, and confirms no active or closed job already carries that number.
  17. Cost code/WBS setup (Per event / project, about 150 hrs/yr) The job's cost codes or work breakdown structure are built from the company standard list and the estimate, with cost types for labor, material, subcontract, equipment, and other.
  18. Project directory creation (Per event / project, about 150 hrs/yr) The project directory lists every company on the job, including owner, architect, engineers, subcontractors, and suppliers, with contacts, roles, and the distribution groups used for RFIs, submittals, and transmittals.
  19. Document folder setup (Per event / project, about 150 hrs/yr) Each new job gets the standard folder structure on SharePoint or the project platform for contracts, drawings, submittals, RFIs, photos, and closeout, with access permissions set by role.
  20. Project platform setup (Per event / project, about 150 hrs/yr) The admin configures the job in Procore or Autodesk Construction Cloud: enabled tools, approval workflows, numbering, distribution lists, and the ERP integration mapping for cost codes and commitments.
  21. Billing terms setup (Per event / project, about 150 hrs/yr) Project accounting sets how the job bills: progress, unit price, T&M, or cost-plus, with pay application date, billing format, owner approval routing, and payment terms taken from the contract.
  22. Retention setup (Per event / project, about 150 hrs/yr) Retention percentages for the owner contract and each subcontract are entered, including any reduction at a set completion point and whether stored materials carry retention.
  23. Tax setup (Per event / project, about 150 hrs/yr) Accounting sets the job's sales and use tax treatment from project location, contract type, and owner exemption status, including tax codes and any exemption certificates received.
  24. Insurance/bond requirement setup (Per event / project, about 150 hrs/yr) Contract insurance limits, additional insured wording, and payment and performance bond details are recorded, so subcontract requirements flow down and compliance can be tracked from day one.
  25. Schedule of values setup (Per event / project, about 150 hrs/yr) The schedule of values splits the contract sum into billing lines agreed with the owner or architect, and it becomes the basis of every progress billing on the job.
  26. Baseline schedule creation (Per event / project, about 150 hrs/yr) The scheduler builds the baseline CPM schedule in P6 or MS Project from contract milestones, estimated durations, and procurement lead times, and submits it to the owner for acceptance.
  27. Procurement schedule creation (Per event / project, about 150 hrs/yr) The procurement schedule lists every purchased item and subcontract with submittal dates, review durations, fabrication lead times, and required-on-site dates tied to the construction schedule.
  28. Submittal register creation (Per event / project, about 150 hrs/yr) The project engineer builds the submittal register from the specification sections, listing every product data, shop drawing, sample, and closeout submittal with its responsible subcontractor.
  29. Long-lead register creation (Per event / project, about 150 hrs/yr) Items with long fabrication or delivery times, such as switchgear, elevators, structural steel, and curtain wall, are tracked from the start with order-by dates tied to the schedule.

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