Role catalogs

Project Manager workflow catalog

a construction professional who leads a building project from start to finish, managing budget, schedule, changes and the owner relationship

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168
workflows in this catalog
1
industryConstruction 168
5
areas of workLargest: Project Controls & Cost (39)
270k
hrs/yr across these workflowsPlanning estimates from the Process Atlas

Project Manager

Area

168 workflows

Project Manager · 5 areas · about 270k hrs/yr

Construction (168 workflows)

Project Management & Document Control (38)

about 183,746 hrs/yr

  1. RFI routing (Daily, about 5,375 hrs/yr) Each issued RFI goes to the responsible architect or engineer, with ball-in-court set to that reviewer and the distribution list chosen by discipline so affected trades see the question.
  2. RFI response tracking (Daily, about 5,375 hrs/yr) The project engineer tracks each RFI's status, days open, and official response, distributes answers to affected subcontractors, and notes whether an answer changes cost or schedule.
  3. RFI overdue follow-up (Daily, about 5,375 hrs/yr) RFIs past their contractual due date get chased with the design team, because unanswered questions stall field work and the dated follow-ups later support delay claims.
  4. RFI cost/schedule impact evaluation (Daily, about 5,375 hrs/yr) When an RFI answer arrives, the PM judges whether it changes scope, cost, or schedule, and if so opens a potential change order and notifies the owner inside the contract notice period.
  5. Submittal routing (Daily, about 5,375 hrs/yr) Packages route through the contractor's internal review and then to the architect and consultants, with due dates and ball-in-court tracked in the submittal workflow of the project platform.
  6. Submittal resubmission (Daily, about 5,375 hrs/yr) Rejected or revise-and-resubmit submittals go back to the subcontractor for correction and are tracked as new revisions until the architect returns an acceptable action.
  7. Submittal overdue follow-up (Daily, about 5,375 hrs/yr) Late submittals, whether held by a subcontractor or a reviewer, eat into fabrication lead time.
  8. Submittal-to-procurement handoff (Daily, about 5,375 hrs/yr) Approval of a submittal starts the fabrication clock, so purchasing is told immediately to release the order and the procurement log records the release date.
  9. Drawing upload (Daily, about 5,375 hrs/yr) New drawing sets and revisions from the design team are uploaded to Procore or Autodesk Construction Cloud, with sheet number, revision number, and issue date recorded for every sheet.
  10. Drawing revision distribution (Daily, about 5,375 hrs/yr) When revised sheets are issued, the team tells superintendents and affected subcontractors which sheets changed and what changed, usually by bulletin or revision clouds.
  11. Superseded drawing control (Daily, about 5,375 hrs/yr) Old revisions must be marked superseded so nobody builds from an outdated sheet, both in the project platform's current set and on printed field sets.
  12. Field sketch management (Daily, about 5,375 hrs/yr) Sketches and clarifications issued in the field or by the architect are logged, linked to the drawings they modify, and tracked until they appear in the next formal revision.
  13. Meeting agenda preparation (Daily, about 5,375 hrs/yr) Before each owner-architect-contractor or subcontractor meeting, the PM builds the agenda from open items, RFIs, submittals, schedule issues, and pending change orders.
  14. Meeting minutes (Daily, about 5,375 hrs/yr) Minutes record attendees, discussion, decisions, and action items with owners and due dates, and they are distributed within the agreed period after each meeting.
  15. Action item tracking (Daily, about 5,375 hrs/yr) Action items from project meetings are tracked to closure with owner, due date, and status, carried from meeting to meeting until each one is resolved.
  16. Owner meeting package (Daily, about 5,375 hrs/yr) Before owner meetings, the PM prepares a package with schedule update, cost and change summary, RFI and submittal logs, safety statistics, and the three-week look-ahead.
  17. Weekly project report (Daily, about 5,375 hrs/yr) The weekly report summarizes progress, manpower, weather, issues, schedule status, and upcoming work for company leadership and, on many jobs, for the owner.
  18. Correspondence log (Daily, about 5,375 hrs/yr) Every formal letter and notice to or from the owner, architect, and subcontractors is logged with date, sender, subject, and any response deadline it creates.
  19. Document distribution (Daily, about 5,375 hrs/yr) Contract documents, revisions, and notices are sent to the correct distribution list, and proof of delivery is kept as part of the project record.
  20. Photo log (Daily, about 5,375 hrs/yr) Progress photos are uploaded, dated, labeled by location and trade, and linked to daily logs, RFIs, or issues so the photo record supports claims and closeout.
  21. Issue log (Daily, about 5,375 hrs/yr) Open project issues, from design conflicts to site access problems, are logged with owner, priority, and due date, and reviewed each week until they close.
  22. Decision log (Daily, about 5,375 hrs/yr) Decisions by the owner, design team, or contractor are recorded with date, source document, and reference, so later disputes have a clear, dated record.
  23. Constraint log (Daily, about 5,375 hrs/yr) Constraints that block work, such as missing information, materials, permits, or access, are logged by activity and must clear before the planned start date.
  24. Permit tracking (Daily, about 5,375 hrs/yr) Permit status, inspection results, and expiration dates are tracked for every permit, and renewals are filed before a lapse can stop work on site.
  25. Inspection request coordination (Daily, about 5,375 hrs/yr) Building department and special inspections are requested ahead through agency portals or by phone, and each result is recorded against the permit and the work area.
  26. Design coordination issue tracking (Daily, about 5,375 hrs/yr) Conflicts between architectural, structural, and MEP designs are logged with sheets and disciplines and tracked to resolution with the design team.
  27. BIM coordination issue management (Daily, about 5,375 hrs/yr) Model coordination issues from Navisworks or other BIM tools are tracked by level, zone, and trade, assigned for resolution, and reviewed in weekly coordination meetings.
  28. Clash resolution tracking (Daily, about 5,375 hrs/yr) Each clash in the federated model is tracked until the responsible trade updates its model and the next clash test comes back clear for that location.
  29. Architect supplemental instruction processing (Daily, about 5,375 hrs/yr) Architect's supplemental instructions clarify or change the design without a stated cost change.
  30. Field directive processing (Daily, about 5,375 hrs/yr) Field directives and construction change directives order work before the price is agreed.
  31. Contractual correspondence (Daily, about 5,375 hrs/yr) Formal letters on notices, claims, and disputes are drafted, reviewed, and delivered with proof of delivery by the method the contract specifies.
  32. Delay notice tracking (Daily, about 5,375 hrs/yr) Most contracts require written notice of delay within a set period.
  33. Schedule impact notice (Daily, about 5,375 hrs/yr) When an event affects the schedule, the contractor submits a notice listing impacted activities and a preliminary time impact analysis prepared in P6 or MS Project.
  34. Daily document filing (Daily, about 5,375 hrs/yr) Every day, emails, reports, photos, and documents are filed into the correct project folders so the job record stays complete and searchable for disputes and closeout.
  35. Submittal review tracking (Daily / Weekly, about 546 hrs/yr) The project engineer tracks each submittal's returned action, whether approved, approved as noted, revise and resubmit, or rejected, and returns the reviewed documents to the subcontractor.
  36. RFI creation (Per event / project, about 150 hrs/yr) A field or design question comes up and the project engineer writes an RFI in Procore or Autodesk Construction Cloud with the question, drawing and spec references, a proposed answer, and the required response date.
  37. Submittal package creation (Per event / project, about 150 hrs/yr) Subcontractor submittals are assembled into packages by spec section, with product data, shop drawings, or samples, and receive the contractor's review stamp before going to the architect.
  38. Transmittal creation (Per event / project, about 150 hrs/yr) Documents sent to the owner, architect, or subcontractors travel with a transmittal listing items, copies, purpose, and date, recorded in Procore or Autodesk Construction Cloud.

Contracts, Procurement & Subcontracts (35)

about 32,398 hrs/yr

  1. Subcontractor bid package issuance (Daily / Weekly, about 1,118 hrs/yr) After award, the PM issues buyout bid packages to subcontractors with scope sheets, drawings, specs, schedule, insurance requirements, and the subcontract form, asking for final pricing by a set date.
  2. Subcontractor selection (Daily / Weekly, about 1,118 hrs/yr) The PM compares buyout bids, confirms scope, schedule, and prequalification status, and selects the subcontractor, documenting the leveled comparison and buyout savings or loss against budget.
  3. Subcontract scope sheet (Daily / Weekly, about 1,118 hrs/yr) Each subcontract gets a scope exhibit listing inclusions, exclusions, alternates, unit prices, allowances, schedule obligations, and clarifications agreed during buyout.
  4. Subcontract drafting (Daily / Weekly, about 1,118 hrs/yr) The subcontract is drafted from the company template with the sub's legal name, contract value, scope exhibit, schedule, retention, insurance requirements, and flow-down terms from the prime contract.
  5. Subcontract approval (Daily / Weekly, about 1,118 hrs/yr) Subcontracts are approved under the company authority matrix by value and risk before anyone signs, and every approval is recorded against the commitment.
  6. Subcontract e-signature routing (Daily / Weekly, about 1,118 hrs/yr) The approved subcontract goes out through DocuSign or Adobe Sign to the subcontractor's authorized signer, then to the company signer, and the executed copy is filed with the job.
  7. Subcontract commitment entry (Daily / Weekly, about 1,118 hrs/yr) Once executed, the subcontract is entered as a commitment with lines by cost code, retention, and compliance requirements, so cost tracking and payment control can begin.
  8. PO approval (Daily / Weekly, about 1,118 hrs/yr) Purchase orders route for approval by dollar value and job, with the PM or purchasing manager confirming budget, pricing, and cost coding before the order is issued.
  9. PO issuance (Daily / Weekly, about 1,118 hrs/yr) Approved purchase orders are sent to the vendor with terms, delivery instructions, and required documents, and the vendor's acknowledgment of price and delivery date is recorded.
  10. Material procurement tracking (Daily / Weekly, about 1,118 hrs/yr) Purchasing follows each order from PO through submittal approval, fabrication, shipment, and delivery, updating expected dates as vendors report progress by email and portal.
  11. Long-lead purchase tracking (Daily / Weekly, about 1,118 hrs/yr) Long-lead items are tracked every week against release, fabrication, and delivery milestones, because a slip of a few weeks on switchgear or steel can move the critical path.
  12. Subcontract change order request (Daily / Weekly, about 1,118 hrs/yr) Subcontractors submit change order requests for added scope or changed conditions, with pricing backup, labor and material breakdowns, and schedule impact, which the PM logs and reviews.
  13. Subcontract change order approval (Daily / Weekly, about 1,118 hrs/yr) Subcontract change orders pass through the authority matrix by value before execution, with the approved amount and its budget impact recorded.
  14. Subcontract change order execution (Daily / Weekly, about 1,118 hrs/yr) Approved subcontract change orders are signed by both parties and entered in the ERP, updating the commitment value and the affected cost code budgets.
  15. Prime contract change request (Daily / Weekly, about 1,118 hrs/yr) When scope changes, the contractor notifies the owner and prices the change from subcontractor quotes, self-perform estimates, and contract markups, submitting the request within the contract's notice period.
  16. Owner change order preparation (Daily / Weekly, about 1,118 hrs/yr) After negotiation, the owner change order is prepared with description, value, schedule adjustment, and backup, often on the owner's own form or an AIA G701.
  17. Owner change order approval (Daily / Weekly, about 1,118 hrs/yr) The owner, architect, and contractor sign the change order, and the executed document updates contract value, schedule of values, and budget in the ERP and project platform.
  18. Change order log maintenance (Daily / Weekly, about 1,118 hrs/yr) The change order log shows every owner and subcontract change with status, value, dates, and related commitments, and stays current for PM reviews and owner meetings.
  19. Potential change order log (Daily / Weekly, about 1,118 hrs/yr) Potential changes from RFIs, directives, and field conditions are logged with a rough order of magnitude value and status before formal pricing, and they feed the exposure forecast.
  20. Subcontractor COI collection (Daily / Weekly, about 1,118 hrs/yr) Before a subcontractor mobilizes, the company collects a certificate of insurance showing required coverages, limits, additional insured status, and waiver of subrogation endorsements.
  21. COI expiration tracking (Daily / Weekly, about 1,118 hrs/yr) Certificates expire, and a subcontractor working without current coverage exposes the company.
  22. W-9 collection (Daily / Weekly, about 1,118 hrs/yr) Before a vendor is paid, accounting collects a signed W-9 with legal name, tax classification, and TIN, which drives 1099 reporting and backup withholding decisions.
  23. Joint check administration (Daily / Weekly, about 1,118 hrs/yr) When a supplier asks for payment protection, a joint check agreement names both subcontractor and supplier as payees, and accounting tracks the amounts that must be issued jointly.
  24. Supplier delivery coordination (Daily / Weekly, about 1,118 hrs/yr) Project teams schedule deliveries with suppliers around site logistics, crane time, and laydown space, confirming date, time window, and gate instructions in writing.
  25. Material release authorization (Daily / Weekly, about 1,118 hrs/yr) For stored or fabricated material, the PM authorizes release for shipment once submittals are approved and the site is ready, then sends the release to the supplier.
  26. Procurement log update (Daily / Weekly, about 1,118 hrs/yr) The procurement log tracks submittal status, order date, expected ship, and delivery for every item, and it is updated weekly for project meetings.
  27. Subcontract legal review (Daily / Weekly, about 546 hrs/yr) Legal reviews subcontracts that carry nonstandard terms, subcontractor markups, or high value, focusing on indemnity, pay-when-paid, warranty, insurance, and dispute resolution clauses.
  28. Subcontract change order review (Daily / Weekly, about 546 hrs/yr) The PM tests the subcontractor's pricing against scope, quantities, rates, and markup limits, and decides whether the change is owner-billable, a backcharge, or a cost the job absorbs.
  29. Commitment change reconciliation (Daily / Weekly, about 546 hrs/yr) Project accounting compares approved subcontract changes and PO revisions with commitment values in the ERP and in Procore or Autodesk Construction Cloud, so both systems agree.
  30. Subcontractor default/risk review (Daily / Weekly, about 546 hrs/yr) The company watches for subcontractor distress, such as unpaid suppliers, manpower shortfalls, liens, and financial trouble, and decides whether to add monitoring or invoke default provisions.
  31. Vendor/subcontractor performance review (Daily / Weekly, about 546 hrs/yr) At job end or on a set cycle, the PM rates subcontractors and suppliers on schedule, quality, safety, paperwork, and cooperation, and the ratings feed future bid lists.
  32. Purchase order creation (Per event / project, about 150 hrs/yr) Materials and equipment are bought on purchase orders showing vendor, items, quantities, prices, tax, delivery date, and job cost codes, created from approved quotes or field requisitions.
  33. Vendor setup (Per event / project, about 150 hrs/yr) New vendors and subcontractors are created from the approved setup form, W-9, and banking details, with payment terms, 1099 status, and compliance flags set.
  34. Subcontractor compliance onboarding (Per event / project, about 150 hrs/yr) New subcontractors must supply every required document before starting work: COI, W-9, licenses, safety program, and signed subcontract, all tracked in the compliance log.
  35. Lien waiver requirement setup (Per event / project, about 150 hrs/yr) For each job, accounting sets which lien waivers are required from subs and suppliers: conditional or unconditional, progress or final, and whether the state mandates a statutory form.

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.

Closeout & Handover (27)

about 15,318 hrs/yr

  1. Punch list compilation (Per project, about 570 hrs/yr) Near substantial completion, the team walks each area with the architect and owner, and every open item goes into a punch list in Procore, Autodesk Construction Cloud, or Bluebeam by room and trade.
  2. Punch completion verification (Per project, about 570 hrs/yr) Subcontractors mark punch items complete, and the superintendent or architect verifies each one in the field before it is closed, since the final punch list gates retention and final payment.
  3. Final inspection coordination (Per project, about 570 hrs/yr) Final inspections by the building department, fire marshal, elevator inspector, and health department are scheduled in sequence, with prerequisite tests and reports ready before each visit.
  4. Certificate of occupancy tracking (Per project, about 570 hrs/yr) The certificate of occupancy, temporary or final, depends on passed inspections, fees, and documents, and the team tracks every condition until the building department issues it.
  5. As-built drawing collection (Per project, about 570 hrs/yr) Subcontractors submit as-built drawings showing installed conditions, as marked-up field sets or updated CAD files, as the specifications require before final payment.
  6. O&M manual collection (Per project, about 570 hrs/yr) O&M manuals, with product data, maintenance instructions, parts lists, and contacts, are collected from each subcontractor and supplier as the specifications list them.
  7. O&M manual compilation (Per project, about 570 hrs/yr) Collected O&M documents are organized into the owner's required format, whether binders, PDFs with bookmarks, or a digital handover platform, by building system and spec section.
  8. Warranty register (Per project, about 570 hrs/yr) The warranty register lists every warranty by system, subcontractor, manufacturer, start date, term, and contact, the reference the owner and service team use after turnover.
  9. Warranty document collection (Per project, about 570 hrs/yr) Written warranties from subcontractors and manufacturers are collected as the specifications require, often including extended roofing, building envelope, and equipment warranties with their own terms.
  10. Spare parts/attic stock handover (Per project, about 570 hrs/yr) Spare parts and attic stock such as tile, paint, filters, and ceiling panels are delivered to the owner as specified, with quantities counted and receipts signed.
  11. Training documentation handover (Per project, about 570 hrs/yr) Training agendas, sign-in sheets, and recordings for owner staff on building systems are collected and handed over as part of the closeout package.
  12. Owner training coordination (Per project, about 570 hrs/yr) Owner training sessions on mechanical, electrical, fire, and control systems are scheduled with subcontractors and owner staff before turnover, as the specifications require.
  13. Final lien waiver collection (Per project, about 570 hrs/yr) Before final payment, final unconditional lien waivers are collected from every subcontractor and supplier, often with lower-tier waivers and a contractor's affidavit for the owner.
  14. Subcontract closeout (Per project, about 570 hrs/yr) Each subcontract is closed once the sub has delivered final waivers, warranties, as-builts, O&M manuals, and completed punch items, after which retention is released and the commitment is closed in the ERP.
  15. PO closeout (Per project, about 570 hrs/yr) Near the end of the job, open purchase orders are closed once materials are received and invoiced, and leftover balances are cancelled so committed cost reflects what will actually be spent.
  16. Retention release request (Per project, about 570 hrs/yr) At the contract's release point, the contractor requests retention held by the owner, attaching the required consent of surety, final lien waivers, and closeout documents.
  17. Final owner billing (Per project, about 570 hrs/yr) The final owner billing closes out the contract, billing remaining work, retention, and approved changes, with the final waiver, consent of surety, and closeout documents attached.
  18. Final subcontractor payment (Per project, about 570 hrs/yr) Final payments to subcontractors, including retention, are released once their closeout requirements are met and the owner's final payment terms allow it under the subcontract.
  19. Closeout document transmittal (Per project, about 570 hrs/yr) Warranties, O&M manuals, as-builts, attic stock receipts, and training records are delivered to the owner under a formal transmittal, the documented end of the contractor's turnover obligation.
  20. Project archive (Per project, about 570 hrs/yr) After closeout, the project record is archived, including contracts, correspondence, drawings, photos, and financial files, and kept under the company retention schedule for claims and warranty.
  21. Lessons learned (Per project, about 570 hrs/yr) At the end of the job, the project team records lessons learned on estimating, scheduling, subcontractor performance, and design issues, and the entries feed future bids and project setup.
  22. Final cost report (Per project, about 570 hrs/yr) The final cost report compares final cost with budget and the original bid by cost code, documenting margin, fade or gain, and the causes estimators need for the next bid.
  23. Job close in ERP (Per project, about 570 hrs/yr) Once costs and billings are final, the job is closed in the ERP so no further cost can post, while remaining retention receivable and warranty dates stay tracked.
  24. Warranty handoff (Per project, about 570 hrs/yr) At turnover, responsibility for warranty calls passes from the project team to the service or warranty group, along with the warranty register, subcontractor contacts, and any open issues.
  25. As-built drawing review (Daily / Weekly, about 546 hrs/yr) The project engineer and design team review as-builts against RFIs, change orders, and field changes to confirm they reflect what was actually built.
  26. Open commitment review (Daily / Weekly, about 546 hrs/yr) As the job nears completion, project accounting reviews every open subcontract and PO for remaining balance, pending change orders, and unbilled work, so the final cost forecast is complete.
  27. Final change order reconciliation (Daily / Weekly, about 546 hrs/yr) All owner and subcontract change orders are reconciled across the ERP, the project platform, and the owner's change log, so final contract values, billings, and costs agree before final 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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