Role catalogs

Superintendent workflow catalog

a construction leader who runs the jobsite day to day, coordinating trades, schedules, drawings and safety to build the project as planned

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111
workflows in this catalog
1
industryConstruction 111
3
areas of workLargest: Field Operations (46)
480k
hrs/yr across these workflowsPlanning estimates from the Process Atlas

Superintendent

Area

111 workflows

Superintendent · 3 areas · about 480k hrs/yr

Construction (111 workflows)

Field Operations (46)

about 280,892 hrs/yr

  1. Daily manpower entry (Daily, about 6,875 hrs/yr) Every day the superintendent records headcount and hours by company and trade in the Procore or field app daily log, the record later used for productivity, back charges, and delay claims.
  2. Daily equipment usage (Daily, about 6,875 hrs/yr) Each shift, equipment on site is logged in the daily log with hours worked, idle, or down by unit number and cost code, the basis for internal equipment charges and rental verification.
  3. Weather log (Daily, about 6,875 hrs/yr) Weather conditions, temperature, precipitation, and wind are logged daily in the field app, with lost hours noted, because weather days drive time extension requests and schedule records.
  4. Site photo capture (Daily, about 6,875 hrs/yr) Field staff capture progress, conditions, and problem photos every day in the mobile app, and each photo is filed in the project platform album by date, area, and trade.
  5. Delivery log (Daily, about 6,875 hrs/yr) Every delivery is logged with supplier, PO, material, quantity, time, and condition, the record accounting uses to match invoices and the team uses to trace shortages.
  6. Visitor log (Daily, about 6,875 hrs/yr) Visitors sign in at the gate or in the site app with name, company, purpose, and time in and out, and must complete the safety orientation before walking the site.
  7. Subcontractor attendance (Daily, about 6,875 hrs/yr) Each day the superintendent confirms which subcontractors showed up and with how many workers, compared against the look-ahead to catch trades that fall behind.
  8. Foreman daily report (Daily, about 6,875 hrs/yr) At the end of each shift, foremen submit a daily report in the field app with crew, hours, installed quantities, equipment, and issues; it feeds time entry, production tracking, and the superintendent's log.
  9. Crew time entry (Daily, about 6,875 hrs/yr) Crew hours by employee, cost code, and pay class are entered daily from foreman timesheets or the time app into timekeeping, where they later flow to payroll and job cost.
  10. Production quantity tracking (Daily, about 6,875 hrs/yr) Foremen report quantities produced each day by cost code, such as cubic yards placed or linear feet of pipe, to measure crew productivity against the estimate.
  11. Installed quantity tracking (Daily, about 6,875 hrs/yr) Installed quantities from foreman reports are totaled against budget quantities by cost code to give physical percent complete, which feeds the cost forecast and unit-price billing.
  12. T&M owner signature (Daily, about 6,875 hrs/yr) A T&M ticket needs the owner's representative's signature, usually the same day, as proof the work was directed and performed; unsigned tickets are the hardest extra work to collect.
  13. Extra work ticket processing (Daily, about 6,875 hrs/yr) Signed extra work tickets are priced at contract rates, logged against a change event, and either billed or rolled into a change order, so no directed field work goes uncollected.
  14. Material receipt verification (Daily, about 6,875 hrs/yr) When material arrives, the receiver checks the packing slip against the PO for item, quantity, and condition before signing, recording the receipt for invoice matching.
  15. Delivery damage/shortage report (Daily, about 6,875 hrs/yr) When a delivery arrives damaged or short, the receiver documents it with photos and notes and reports it to the supplier and purchasing before the carrier's claim window closes.
  16. Site inventory tracking (Daily, about 6,875 hrs/yr) Materials stored on site, such as pipe, rebar, wire, and fixtures, are tracked by laydown location and quantity in a spreadsheet or field app to prevent loss, reorders, and double purchases.
  17. Tool issue tracking (Daily, about 6,875 hrs/yr) Company tools issued to crews and jobs, from laser levels to generators, are tracked by serial number, borrower, and job, so missing tools are traced and charged to the right job.
  18. Field purchase request (Daily, about 6,875 hrs/yr) Field staff request small purchases not covered by an existing PO through a requisition in the field app or email, giving cost code, vendor, amount, and justification for approval.
  19. Short-interval planning (Daily, about 6,875 hrs/yr) Each week the superintendent breaks the next one or two weeks of work into daily tasks by crew, with quantities, crew sizes, and constraints checked, in a short-interval plan spreadsheet or field app.
  20. Weekly work plan (Daily, about 6,875 hrs/yr) The weekly work plan commits foremen to specific tasks for the week, and the next week's review records percent plan complete and reasons for misses.
  21. Constraint removal tracking (Daily, about 6,875 hrs/yr) Constraints on upcoming activities, such as open RFIs, pending submittals, and missing materials, are assigned owners and tracked until removed before the planned start.
  22. Plan-of-day meeting (Daily, about 6,875 hrs/yr) Each morning the plan-of-day meeting sets crew assignments, work areas, equipment, deliveries, and hazards for the shift, and the sheet is filed with attendance in the daily log.
  23. Toolbox talk (Daily, about 6,875 hrs/yr) Crews hold toolbox talks on a set safety topic, and the signed attendance sheet, filed in the safety app, is the training record for OSHA inspections and owner audits.
  24. Pre-task plan (Daily, about 6,875 hrs/yr) Before each task, the crew completes a pre-task plan on paper or in the safety app listing steps, hazards, controls, and required PPE, signed by every worker doing the task.
  25. JHA/JSA completion (Daily, about 6,875 hrs/yr) Higher-risk tasks such as steel erection, trenching, or work at height need a job hazard analysis that breaks the task into steps, hazards, and controls, reviewed before the work begins.
  26. Site safety inspection (Daily, about 6,875 hrs/yr) Superintendents or safety staff inspect the site on a set schedule for fall protection, housekeeping, scaffolding, electrical, and PPE, recording findings and corrective actions.
  27. Quality field inspection (Daily, about 6,875 hrs/yr) Before work is covered, quality inspections verify installation against drawings, specs, and approved submittals, recording pass or fail and deficiencies in the project platform's inspection checklist.
  28. Deficiency tracking (Daily, about 6,875 hrs/yr) Deficiencies found in quality and safety inspections are tracked by location and trade until corrected and verified, with aging reported to the PM in the weekly report.
  29. Rework tracking (Daily, about 6,875 hrs/yr) Rework caused by installation errors, damage, or design changes is tracked by cause, cost code, and hours, so the cost can be backcharged to a sub or claimed from the owner.
  30. Field change documentation (Daily, about 6,875 hrs/yr) Field changes, whether directed by the owner or discovered on site, are documented with photos, sketches, and descriptions in the project platform to support change orders and the as-built record.
  31. Concrete pour record (Daily, about 6,875 hrs/yr) Each concrete placement is recorded with mix design, batch tickets, slump, air, temperatures, cylinder samples, volume, and location, the quality record for that pour.
  32. Equipment inspection (Daily, about 6,875 hrs/yr) Operators complete a pre-shift inspection of their machine, checking brakes, lights, fluids, and safety devices on a paper or app checklist, and report defects before the unit runs.
  33. Hot work permit (Daily, about 6,875 hrs/yr) Welding, cutting, and grinding near combustibles need a hot work permit listing location, fire watch, extinguishers, and cleared combustibles, authorized by a supervisor before work starts.
  34. Confined-space permit (Daily, about 6,875 hrs/yr) Entry into a permit-required confined space needs a written permit with atmospheric test results, named entrants, attendant, entry supervisor, and rescue arrangements, under OSHA's construction confined space standard.
  35. Excavation permit (Daily, about 6,875 hrs/yr) Excavation work requires a permit or checklist confirming utility locates, protective systems for trenches five feet or deeper, and a competent person's daily inspection.
  36. Utility locate tracking (Daily, about 6,875 hrs/yr) Utility locate tickets from the state one-call center are tracked by ticket number, dig area, and expiration date, and renewed before marks expire or excavation moves outside the ticket area.
  37. Site access/badge administration (Daily, about 6,875 hrs/yr) Workers receive site badges only after completing orientation and any required training for their trade, and badges are deactivated the day they leave the job roster.
  38. Temporary labor request (Daily, about 6,875 hrs/yr) When crews run short, the superintendent requests temporary labor from staffing agencies or the union hall, specifying trade, headcount, start date, duration, and required certifications.
  39. Field material requisition (Daily, about 6,875 hrs/yr) Field staff request stocked materials from the company yard or warehouse through a requisition naming item, quantity, job, cost code, and the date needed on site.
  40. Field-to-office issue escalation (Daily, about 6,875 hrs/yr) Problems the field cannot solve, such as design conflicts, cost disputes, or owner interference, are escalated to the office with photos, location, and urgency, and tracked until someone owns them.
  41. Daily log completion (Daily, about 2,250 hrs/yr) Each day the superintendent completes the daily log in the field app: manpower, equipment, weather, work performed, deliveries, inspections, visitors, and delays, signed before the next shift.
  42. Field work order (Daily, about 2,250 hrs/yr) Field work orders direct crews or subs to perform specific tasks, with location, scope, and due date, and are closed when the work is verified complete.
  43. Lookahead schedule update (Daily / Weekly, about 546 hrs/yr) Every week the three- to six-week look-ahead is refreshed from the master schedule, with activities broken into field tasks and dates adjusted to actual progress reported in daily logs.
  44. Crane lift plan review (Daily / Weekly, about 546 hrs/yr) Lift plans list load weight, rigging, radius, crane capacity chart, and percent of capacity, reviewed before critical lifts by the lift director or engineer.
  45. T&M ticket creation (Per event / project, about 150 hrs/yr) When extra work is directed in the field, the foreman writes a T&M ticket listing labor by class and hours, equipment, and materials, before the work is priced.
  46. Punch item creation (Per event / project, about 150 hrs/yr) Punch items for incomplete or defective work are created with location, description, responsible trade, due date, and photo in the project platform or on Bluebeam sheets.

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.

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.

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