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Project Controls workflow catalog

a construction professional who manages project budgets, schedules and forecasts, tracking cost and progress against the plan

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64
workflows in this catalog
1
industryConstruction 64
2
areas of workLargest: Project Controls & Cost (39)
45k
hrs/yr across these workflowsPlanning estimates from the Process Atlas

Project Controls

Area

64 workflows

Project Controls · 2 areas · about 45k hrs/yr

Construction (64 workflows)

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.

Master Data, IT & Analytics (25)

about 12,534 hrs/yr

  1. Cost code master maintenance (Daily / Monthly, about 572 hrs/yr) The company cost code list is maintained under change control, adding, changing, or retiring codes, so estimating software, the ERP, and project platforms stay aligned.
  2. Phase code maintenance (Daily / Monthly, about 572 hrs/yr) Phase codes and work breakdown levels used on jobs are maintained against company standards, so job cost rolls up the same way on every project and in BI reports.
  3. Equipment master maintenance (Daily / Monthly, about 572 hrs/yr) Equipment master records are kept current with status, location, internal rates, and meter data, and sold or scrapped units are deactivated so they stop appearing on dispatch lists.
  4. Employee master maintenance (Daily / Monthly, about 572 hrs/yr) Employee master records, including address, tax, pay, union, and job data, are updated as approved change forms arrive from HR and payroll, each with an effective date.
  5. GL account maintenance (Daily / Monthly, about 572 hrs/yr) GL accounts are added, changed, or retired under controller approval, with the mapping to financial statement lines and job cost categories updated in the same change.
  6. Tax code maintenance (Daily / Monthly, about 572 hrs/yr) Sales and use tax codes and rates by jurisdiction are updated whenever rates change, so owner billings and purchase invoices calculate the right tax on the right date.
  7. Union/fringe table maintenance (Daily / Monthly, about 572 hrs/yr) Union wage and fringe tables are updated when collective bargaining agreements change rates, usually on set effective dates published in each local's rate sheet.
  8. User provisioning (Daily / Monthly, about 572 hrs/yr) New users receive accounts and roles in the ERP, project platform, and related systems through an IT ticket, based on job role and the systems that role needs.
  9. User deprovisioning (Daily / Monthly, about 572 hrs/yr) When employees leave or change roles, their access to the ERP, project platform, banking portals, and other systems is removed promptly from the HR termination or transfer ticket.
  10. Integration monitoring (Daily / Monthly, about 572 hrs/yr) Integrations between the ERP, project platform, payroll, and banking systems are checked daily for failed transfers, rejected records, and error queues on the integration platform.
  11. Data import validation (Daily / Monthly, about 572 hrs/yr) Imported data, such as budgets, vendors, timecards, and fixed assets, is validated before and after each import for required fields, valid codes, and matching totals.
  12. BI dataset refresh (Daily / Monthly, about 572 hrs/yr) BI datasets that feed cost, WIP, and safety dashboards are refreshed on schedule, with failed refreshes fixed and data checked against source systems before anyone relies on it.
  13. Project dashboard refresh (Daily / Monthly, about 572 hrs/yr) Project dashboards showing cost, schedule, change, and safety data are refreshed for PMs and leadership before monthly reviews and on the regular data cycle.
  14. Scheduled report distribution (Daily / Monthly, about 572 hrs/yr) Standard reports, such as cost reports, aging, WIP, and payroll registers, are generated and distributed on schedule to managers, owners, sureties, and lenders.
  15. Ad hoc report development (Daily / Monthly, about 572 hrs/yr) Staff request new reports or analyses through a ticket, and analysts build them from ERP data, BI models, and spreadsheets, then publish or send the result.
  16. Document retention administration (Daily / Monthly, about 572 hrs/yr) Document retention rules set how long contracts, payroll, tax, and project records are kept.
  17. ERP workflow configuration (Daily / Monthly, about 572 hrs/yr) ERP approval workflows, routing rules, and business rules are configured and changed as company policy changes, with each change tested and documented before production.
  18. ERP release testing (Daily / Monthly, about 572 hrs/yr) ERP updates and new releases are tested before deployment, covering key processes such as AP entry, payroll, owner billing, and job cost posting, with results documented.
  19. Role/security review (Daily / Weekly, about 546 hrs/yr) On a set cycle, managers review user roles and access across the ERP and project systems to remove excess rights and enforce segregation of duties for the audit.
  20. ERP-to-Procore/ACC reconciliation (Daily / Weekly, about 546 hrs/yr) Commitments, budgets, change orders, and invoices in the ERP and in Procore or Autodesk Construction Cloud are reconciled on a set cycle to catch sync failures between the two.
  21. Master-data quality review (Daily / Weekly, about 546 hrs/yr) Master data quality is reviewed on a set cycle for duplicates, missing fields, inactive records, and inconsistent coding across vendors, customers, jobs, and employees.
  22. Vendor master setup (Per event / project, about 150 hrs/yr) New vendors are created in the ERP vendor master from the approved request, W-9, and bank details, with duplicate and payment fraud checks completed before activation.
  23. Customer/owner master setup (Per event / project, about 150 hrs/yr) New owners and customers are set up with legal name, billing address, tax status, and payment terms from the contract, the credit review, and tax exemption documents.
  24. Job master setup (Per event / project, about 150 hrs/yr) New jobs are created in the job master with number, customer, contract, cost code template, and security, following the company template and synced to linked systems.
  25. Project security setup (Per event / project, about 150 hrs/yr) Project-level security controls which users see and edit each job's cost, billing, and document data.

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