Portfolio
Field execution, documentation and change across every site.
Active projects5of 5 sites
Behind programme3against the baseline
Open issues19across every site
Waiting on the client7oldest is 9 days
Open change value$133,600unpriced and pending
Punch items open24across all sites
Daily log compliance86%trailing 14 working days
Approved but unbilled$42,000follow up with finance
Issues by severity
Excluding resolvedPortfolio-wide. Critical means work has stopped, not that somebody is annoyed.
Change requests by status
Commercial exposureCorporate fit-outAt risk
Kestrel Court Fit-Out
Ardent Property Partners
Complete52%expected 68%Programme10 Feb – 30 SepValue$2,450,0005 open issues · 11 overdue tasks · 3 changes pending
Project manager Owen Marsh · last daily log 7 September
MEP upgradeWatch
Northfield MEP Upgrade
Northfield Logistics Park
Complete61%expected 66%Programme01 Mar – 15 AugValue$1,200,0002 open issues · 8 overdue tasks · 1 changes pending
Project manager Nadia Kraus · last daily log 7 September
Residential towerAt risk
Brookvale Tower, phase 2
Brookvale Developments
Complete34%expected 48%Programme01 Nov – 28 FebValue$8,900,0005 open issues · 10 overdue tasks · 1 changes pending
Project manager Owen Marsh · last daily log 7 September
Recent activity
Peter HalvorsenAsked for a cost breakdown before approving the dock leveller change · 8 SepClient
Ines DuarteSubmitted the daily log for 7 SeptemberLog
Peter HalvorsenApproved the refrigeration conduit coring change · 7 SepApproved
Tomas ReinerUpdated column reinforcement, level 10, to 60% · 6 SepProgress
Project overview
Where this site actually is, against where it should be.
Corporate fit-outKestrel Court Fit-OutArdent Property Partners · Kestrel Court, tower 2, floors 4–9At risk
Project managerOwen MarshSite supervisorInes DuarteProgramme10 Feb → 30 Sep 2026Value$2,450,000Complete52%, expected 68%
Overdue tasks11oldest is 12 days
Open issues52 critical
Waiting on the client32 overdue
Open change value$28,300not yet decided
Open blockers
Highest firstHVAC duct route clashes with the revised ceiling gridCritical · level 2, HVAC · Ines Duarte · due 11 SepOpen
Fire alarm panel wiring conflicts with the sprinkler mainCritical · electrical room · Erik Salo · due 14 SepOpen
Drawing revision mismatch on the level 2 ceiling layoutHigh · level 2, interior · Owen Marsh · due 13 SepAssigned
Water staining near the level 3 curtain wall interfaceHigh · level 3, facade · Tomas Reiner · due 15 SepAssigned
Progress by discipline
Weighted by contract value, which is why finishing at 12% does not sink the headline figure as much as it feels like it should.
Recent daily logs
7 SeptemberCoordination walk on the level 2 ceiling clash; drywall framing started on level 5 · 11 on siteSubmitted
4 SeptemberSprinkler heads progressed on level 4; facade touch-up continued west wing · 14 on siteSubmitted
1 SeptemberCeiling grid marked on level 2 east; paused pending drawing clarification · 14 on siteReviewed
Milestones
1 delayedSite mobilisation and permitsDue 20 FebruaryComplete
Electrical and HVAC rough-inDue 15 MayComplete
Ceiling grid and drywall closureDue 10 July · 8 weeks lateDelayed
Interior finishing and millworkDue 25 AugustUpcoming
Client handover and punch closeoutDue 30 SeptemberUpcoming
The delayed milestone is the ceiling closure, which is the same clash sitting at the top of the blockers. One problem, showing up in three places, is one problem.
Tasks by state
11 overdueNot started4 of 14
In progress4 of 14Active
Blocked2 of 14 · both on the ceiling clashBlocked
Ready for review1 of 14Waiting
Completed3 of 14Done
Eleven of fourteen are overdue against the baseline. Completed tasks are locked at 100%, so the completion figure cannot drift after the fact.
Change exposure
Open exposure$28,300 · drafted and submitted, not yet decidedAt risk
Approved$42,000 · agreed with the clientAgreed
Approved but unbilled$42,000 · nothing raised yetChase
Rejected$0 · nothing declined this year
Every approved pound is unbilled. That is a conversation with finance today rather than a surprise at final account.
Punch list
Open2 of 7Open
In progress1 of 7Active
Submitted for verification1 of 7Waiting
Rework required1 of 7 · failed verification onceRework
Verified closed2 of 7Closed
An item is closed when somebody verified it, not when the subcontractor said it was done. The rework row is what that distinction is for.
Projects
Every active site, with health against the baseline.
HealthAllOn trackWatchAt risk
All projects
5 active| Project | Client | Health | Complete | Expected | Value | Overdue | Issues |
|---|---|---|---|---|---|---|---|
| Kestrel Court Fit-Out | Ardent Property Partners | At risk | 52% | 68% | $2.45M | 11 | 5 |
| Northfield MEP Upgrade | Northfield Logistics Park | Watch | 61% | 66% | $1.20M | 8 | 2 |
| Brookvale Tower, phase 2 | Brookvale Developments | At risk | 34% | 48% | $8.90M | 10 | 5 |
| Central Market Renovation | Marketgate Holdings | On track | 78% | 76% | $960K | 6 | 1 |
| Larkhill Warehouse Expansion | Larkhill Distribution | Watch | 45% | 52% | $3.70M | 10 | 6 |
Expected completion comes from the baseline programme, not from what anybody feels. The gap between the two columns is the whole report.
Tasks
Work breakdown by phase, area and discipline.
Corporate fit-outKestrel Court Fit-OutArdent Property Partners · Kestrel Court, tower 2, floors 4–9At risk
Project managerOwen MarshSite supervisorInes DuarteProgramme10 Feb → 30 Sep 2026Value$2,450,000Complete52%, expected 68%
ViewBoardTable
Work breakdown
14 tasks| Task | Area and discipline | Owner | Progress | Priority | Due | Status |
|---|---|---|---|---|---|---|
| Ceiling grid installation, level 2 east | Level 2 · Interior | Ines Duarte | 30% | Critical | 02 Sep | Blocked |
| Fire alarm panel commissioning | Electrical room · Fire safety | Erik Salo | 20% | Critical | 30 Aug | Blocked |
| Rough-in HVAC ductwork, level 3 west | Level 3 · HVAC | Hugo Lindqvist | 65% | High | 05 Sep | In progress |
| Raised access flooring, level 4 | Level 3 · Interior | Ines Duarte | 55% | High | 28 Aug | In progress |
| Facade glazing touch-up, west wing | West wing · Facade | Tomas Reiner | 45% | Medium | 25 Sep | In progress |
| Drywall partition framing, level 5 | Level 5 · Interior | Tomas Reiner | 0% | Medium | 20 Sep | Not started |
| Electrical panel termination | Electrical room · Electrical | Erik Salo | 80% | High | 18 Sep | Ready for review |
A blocked task names the issue blocking it. Progress that cannot move is worse than progress that is late, and the board says which is which.
Daily logs
Manpower, progress, blockers and evidence, every working day.
Corporate fit-outKestrel Court Fit-OutArdent Property Partners · Kestrel Court, tower 2, floors 4–9At risk
Project managerOwen MarshSite supervisorInes DuarteProgramme10 Feb → 30 Sep 2026Value$2,450,000Complete52%, expected 68%
Manpower, weather, progress, blockers and photographs. One per working day.
Log compliance86%trailing 14 working days
Logs submitted38this project
Drafts pending1from 6 September
Average on site13people per day
Daily logs
38 logs7 September · Ines DuarteCoordination walk with the PM on the level 2 ceiling clash; drywall framing layout started on level 5. 11 on site, clear, 2 photos. Blocker: awaiting the client decision on the lobby stone sample.Submitted
4 September · Ines DuarteSprinkler head installation progressed on level 4; facade glazing touch-up continued west wing. 14 on site, hot and dry, 6 photos. Blocker: fire alarm wiring clash under review with the fire consultant.Submitted
1 September · Ines DuarteCeiling grid layout marked on level 2 east; installation paused pending drawing clarification. 14 on site, overcast, 4 photos. Blocker: HVAC duct route clashes with the revised grid.Reviewed
29 August · Ines DuarteElectrical panel termination advanced to 80%; labelling of outgoing feeders began. 11 on site, light rain, 3 photos. Blocker: waiting on the updated single line diagram.Reviewed
A log with a blocker creates an issue. That is the only way a blocker written at 17:00 on site reaches anybody in the office.
Issues and blockers
Site blockers with an owner, a severity and a due date.
Corporate fit-outKestrel Court Fit-OutArdent Property Partners · Kestrel Court, tower 2, floors 4–9At risk
Project managerOwen MarshSite supervisorInes DuarteProgramme10 Feb → 30 Sep 2026Value$2,450,000Complete52%, expected 68%
Critical2work has stopped
High2work will stop
Medium and low2monitored
Median age6 daysfrom raised to resolved
StatusAllOpenAssignedWaiting on clientResolved
| Issue | Severity | Area and discipline | Owner | Due | Status |
|---|---|---|---|---|---|
| HVAC duct route clashes with the revised ceiling grid | Critical | Level 2 · HVAC | Ines Duarte | 11 Sep | Open |
| Fire alarm panel wiring conflicts with the sprinkler main | Critical | Electrical room · Fire safety | Erik Salo | 14 Sep | Open |
| Drawing revision mismatch on the level 2 ceiling layout | High | Level 2 · Interior | Owen Marsh | 13 Sep | Assigned |
| Water staining near the level 3 curtain wall interface | High | Level 3 · Facade | Tomas Reiner | 15 Sep | Assigned |
| Client approval pending on the lobby stone sample | Low | Lobby · Finishing | Peter Halvorsen | 16 Sep | Waiting on client |
| Ceiling void congestion, level 3 riser | Medium | Level 3 · HVAC | Hugo Lindqvist | 20 Sep | Resolved |
Documents and drawings
Revision controlled, with visibility rules.
Corporate fit-outKestrel Court Fit-OutArdent Property Partners · Kestrel Court, tower 2, floors 4–9At risk
Project managerOwen MarshSite supervisorInes DuarteProgramme10 Feb → 30 Sep 2026Value$2,450,000Complete52%, expected 68%
Drawings and documents
| Document | Type | Revision | Visibility | Size | Uploaded by | Date |
|---|---|---|---|---|---|---|
| Level 2 reflected ceiling plan | Drawing · Interior | Rev D | Client visible | 4.2 MB | Owen Marsh | 28 Aug 2026 |
| Level 2 reflected ceiling plan | Drawing · Interior | Rev C | Superseded | 4.0 MB | Owen Marsh | 02 May 2026 |
| Electrical single line diagram, L2 to L4 | Drawing · Electrical | Rev B | Internal | 3.1 MB | Erik Salo | 10 Aug 2026 |
| MEP coordination report, August | Report · General | Rev 1 | Internal | 1.8 MB | Owen Marsh | 30 Aug 2026 |
| Fit-out construction contract | Contract · General | Rev 1 | Internal | 5.6 MB | Nadia Kraus | 05 Feb 2026 |
| Lobby stone sample photographs | Site photo · Finishing | Rev 1 | Client visible | 8.4 MB | Ines Duarte | 24 Aug 2026 |
A superseded revision is kept and marked, never deleted. Most abortive work starts with somebody building from a drawing that was replaced two weeks ago.
Approvals
Decisions waiting on the client, and how long they have waited.
Corporate fit-outKestrel Court Fit-OutArdent Property Partners · Kestrel Court, tower 2, floors 4–9At risk
Project managerOwen MarshSite supervisorInes DuarteProgramme10 Feb → 30 Sep 2026Value$2,450,000Complete52%, expected 68%
Pending32 overdue
Approved1this month
Changes requested0none outstanding
Median decision11 daysagainst a 5-day target
Approval requests
2 overdueLobby stone finish sampleGeneral · Owen Marsh to Peter Halvorsen · due 5 Sep · procurement lead time is 3 weeks
Level 2 partition change orderChange request · Owen Marsh to Peter Halvorsen · due 8 Sep
Revised ceiling height in the affected zoneGeneral · Owen Marsh to Peter Halvorsen · due 18 Sep
HVAC duct reroute change orderChange request · approved 20 Aug · "Please proceed and confirm the revised ceiling height."Approved
The clock starts when the request is sent, not when the client opens it. Eleven days against a five-day target is the honest number.
Change requests
Site issues that became priced, programme-shifting scope.
Corporate fit-outKestrel Court Fit-OutArdent Property Partners · Kestrel Court, tower 2, floors 4–9At risk
Project managerOwen MarshSite supervisorInes DuarteProgramme10 Feb → 30 Sep 2026Value$2,450,000Complete52%, expected 68%
Open exposure$28,300draft and submitted
Approved value$42,000this project
Approved but unbilled$42,000follow up with finance
Rejected value$0nothing declined
By status
4 requests$42,000 of approved change has not been billed. That is the single most common way money is lost on a fit-out, and it is a number rather than a feeling.
| Change request | Reference | Cost impact | Schedule | Requested by | Raised | Status |
|---|---|---|---|---|---|---|
| HVAC duct reroute around the beam clash, level 3 west | CR-KC-1 | $42,000 | +6 days | Owen Marsh | 18 Aug | Approved |
| Additional fire-rated partition, level 2 corridor | CR-KC-2 | $18,500 | +3 days | Owen Marsh | 25 Aug | Submitted |
| Revised lobby stone specification | CR-KC-3 | $9,800 | +2 days | Ines Duarte | 02 Sep | Draft |
| Sprinkler main relocation, electrical room | CR-KC-4 | - | Not yet priced | Erik Salo | 05 Sep | Draft |
Punch list
Closeout defects tracked to verified closure.
Corporate fit-outKestrel Court Fit-OutArdent Property Partners · Kestrel Court, tower 2, floors 4–9At risk
Project managerOwen MarshSite supervisorInes DuarteProgramme10 Feb → 30 Sep 2026Value$2,450,000Complete52%, expected 68%
Closure rate29%2 of 7 verified
Open items51 needs rework
Pending verification1submitted 11 Sep
Evidence missing1cannot be submitted
StatusAllOpenIn progressPending verificationClosed
Punch items
7 itemsReplace the cracked ceiling tile, level 3 breakoutMedium · Ines Duarte · due 14 Sep · 1 photo
Adjust the misaligned door, electrical roomLow · Erik Salo · due 16 Sep · no photographs yetEvidence required
Seal the gap at the skirting, lobby receptionMedium · Tomas Reiner · due 11 Sep · 2 photos
Fix the uneven flooring transition, level 3Medium · Ines Duarte · sent back 9 SepRework
Touch up scuff marks, level 2 corridorLow · closed by Owen Marsh · 2 photosVerified
An item cannot be submitted for verification without evidence, and closing it is a separate person’s action. That is the whole point of a punch list.
Reports
Portfolio reporting across health, compliance, issues and change.
ReportProject healthLog complianceOpen issuesChange requestsPunch list
Active projects5across 4 clients
At risk2both behind baseline
Average completion54%expected 62%
Average schedule gap-8%against baseline
Health distribution
5 sitesLog compliance
6 monthsCompliance moved when the log became the only route to raise a blocker.
Project health
| Project | Health | Complete | Expected | Overdue tasks | Open issues | Open change |
|---|---|---|---|---|---|---|
| Kestrel Court Fit-Out | At risk | 52% | 68% | 11 | 5 | $28,300 |
| Northfield MEP Upgrade | Watch | 61% | 66% | 8 | 2 | $14,200 |
| Brookvale Tower, phase 2 | At risk | 34% | 48% | 10 | 5 | $61,400 |
| Central Market Renovation | On track | 78% | 76% | 6 | 1 | $8,900 |
| Larkhill Warehouse Expansion | Watch | 45% | 52% | 10 | 6 | $20,800 |
Every report exports to CSV with the filters applied. A report you cannot hand to a client is a screenshot, not a report.
Settings
Organisation, rules and who can see what.
Organisation
Halbrook Construction GroupSite Operations, field tierActive
Time zoneEurope/Lisbon
CurrencyUSD
Sites5 active, 12 completed
Rules
Daily log requiredEvery working day, per siteOn
Blocker creates an issueAutomatically, from the logOn
Punch item needs evidenceBefore it can be submittedOn
Client approval target5 working daysOn
People
12 people| Person | Role | Company | Status | |
|---|---|---|---|---|
| Nadia Kraus | Admin | Halbrook Construction Group | nadia.kraus@example.com | Active |
| Owen Marsh | Project manager | Halbrook Construction Group | owen.marsh@example.com | Active |
| Ines Duarte | Site supervisor | Halbrook Construction Group | ines.duarte@example.com | Active |
| Lukas Berg | Finance | Halbrook Construction Group | lukas.berg@example.com | Active |
| Peter Halvorsen | Client | Ardent Property Partners | peter.halvorsen@example.com | Active |
| Milos Varga | Subcontractor | Varga Mechanical | milos.varga@example.com | Active |
| Erik Salo | Subcontractor | Salo Electrical | erik.salo@example.com | Active |
A subcontractor account is scoped to the project and the tasks assigned to them. A client account never sees an internal document, whatever the URL says.
Six roles is a lot for one build, and that is deliberate: a construction project has six kinds of people looking at it, and giving five of them the sixth one’s view is how commercially sensitive numbers end up in front of a client.
RFI-0412
One question to the designer, and what it is holding up.
Open22 daysRFI-0412 · Level 3 steelwork · raised by Aksel Berg · 15 August
Beam penetration conflicts with the duct run
Two drawings from two consultants put a duct and a beam in the same 300mm. Twenty-two days open against a ten-day contractual response, and the steel is on site.
Open22 dayscontract says 10
Trades held up3steel, mechanical, ceilings
Cost of the delay$4,200 a daystanding time
Delay noticeNot raisedthe clock runs anyway
Who it is with
Raised toStructural engineer · 15 August
Forwarded toMechanical engineer · 22 August7 days lost
AwaitingBoth, jointly · since 22 August15 days
ChasedTwice · by emailNo reply
Neither consultant can answer alone, which was clear on day one. Seven days were spent discovering that and fifteen more waiting for them to talk to each other.
What it is holding up
Steel erection, level 3Stopped · 22 days$4,200/day
Ductwork, level 3Cannot startFollowing trade
Ceilings, level 3Cannot startFollowing trade
Handover dateAt risk · no float leftProgramme
One unanswered question, three trades and about $92,000 of standing time so far. No delay notice has been raised, so contractually none of it happened.
Permit to work
Who is doing what, where, and under what control.
Permits open today18across 4 sites
Hot work4fire watch required
Expired but not closed3oldest 2 days
Issued to nobody1no named holder
Today
4 problems| Permit | Work | Location | Holder | Expires | Status |
|---|---|---|---|---|---|
| PTW-8841 | Hot work, welding | Level 3 north | Aksel Berg | Today 17:00 | Open |
| PTW-8838 | Confined space | Basement tank | Rui Almeida | Today 16:00 | Open |
| PTW-8830 | Hot work, cutting | Level 2 east | None named | Today 17:00 | No holder |
| PTW-8814 | Working at height | Roof | Elin Sandberg | Expired 2 days | Not closed |
| PTW-8802 | Electrical isolation | Plant room | Katarina Vukovic | Expired 1 day | Not closed |
A permit that expires without being closed means nobody confirmed the area was made safe. Three of eighteen are in that state right now.
An unclosed permit is not paperwork. It means an isolation may still be in place, a fire watch may have gone home, or a hole may still be open, and nobody has signed to say otherwise.
Programme
What is on time, what is not, and what caused it.
Programme weeks6238 elapsed
Float remaining0 dayswas 14 in June
Activities behind11of 148
Delay notices raised2of 11 delaying events
Behind programme
9 notices unraised| Activity | Trade | Planned | Actual | Behind by | Delay notice |
|---|---|---|---|---|---|
| Steel, level 3 | Structural | 15 Aug | Not started | 22 d | Not raised |
| Ductwork, level 3 | Mechanical | 29 Aug | Not started | 8 d | Not raised |
| Cladding, north | Envelope | 18 Aug | In progress | 4 d | Raised |
| Groundworks | Civils | 4 Jul | Complete | 0 d | - |
| Fit-out, level 1 | Internal | 11 Sep | On programme | 0 d | - |
Nine of eleven delaying events have no notice against them. Without a notice the delay is the contractor problem regardless of who caused it.
Float went from fourteen days to zero over one unanswered question. The commercial consequence of that is decided by whether a notice was raised within the contractual period, and on nine occasions it was not.
Reports: activity
Volume and throughput, by owner and by trade.
Open issues188across 4 sites
Opened this month188against 412 closed
Median age14 daystarget is 10 days
Owned by nobody22oldest is 9 days
By supervisor
This quarter| Supervisor | Open | Closed | Median days | Overdue |
|---|---|---|---|---|
| Aksel Berg | 41 | 112 | 9 | 2 |
| Rui Almeida | 48 | 104 | 12 | 4 |
| Elin Sandberg | 44 | 96 | 16 | 6 |
| Katarina Vukovic | 33 | 78 | 21 | 9 |
| Unassigned | 22 | 0 | - | 22 |
Median days to close, and issues past the ten-day contractual response. Twenty-two issues have no supervisor and none of them has been answered.
By trade
This quarterVolume over time
12 weeksIssues raised per week. Volume rises as a floor is fitted out and falls when it is handed over, which is normal; what is not is how many stay open past ten days.
Reports: performance
Against target, with the gap named.
Against target68%of RFIs answered within 10 days
Best supervisorElectrical88% within 10 days, one consultant
WorstStructural and mechanical41%, questions needing two consultants
Trend-6 ptson last quarter
Against target by trade
100 is the targetEvery question answerable by one consultant is answered on time. Every question needing two is not, and the routing sends it to one of them first.
What moved
Rule-derivedRFI response down 6 pointsQuestions needing two consultants get sent to oneDown
Float from 14 days to zeroOne RFI open 22 daysDown
Nine delaying events with no noticeThe delay becomes ours contractuallyWatch
Threshold rules over the figures above, not a model. Each line names the number it came from so you can disagree with it.
Reports: exceptions
What breached, what is late and what nobody owns.
Breached22issues past contractual response
At risk92inside 48 hours
Unassigned22no owner at all
Reopened9closed then raised again
Exceptions
22 open| Item | Detail | Age | Cost or risk | Missing |
|---|---|---|---|---|
| RFI-0412 | Beam and duct conflict | 22 d | $92,000 standing time | Delay notice |
| 9 delaying events | Various | Up to 22 d | Programme | Delay notices |
| PTW-8814 | Working at height, expired | 2 d | Area not confirmed safe | Closure signature |
| PTW-8830 | Hot work, no holder named | Today | Fire watch unassigned | A named person |
| 22 issues | No supervisor | 9 d median | Unanswered | An owner |
Two safety rows and three commercial ones. The permits are the ones that hurt somebody today; the notices are the ones that decide who pays in a year.
Every RFI answerable by one consultant is answered in time. This one needed two, was sent to one, and took seven days to discover that. Fifteen more were spent waiting for two people to speak to each other.
People
Who has an account, and what they own.
People
148 accounts| Name | Role | Site | Last active | Status |
|---|---|---|---|---|
| Solveig Ranta | Administrator | Head office | 9 minutes ago | Active |
| Jutta Reinhardt | Project manager | Northgate | 25 minutes ago | Active |
| Aksel Berg | Site supervisor | Northgate | 1 hour ago | Active |
| Rui Almeida | Site supervisor | Selby | 2 hours ago | Active |
| Katarina Vukovic | Site supervisor | Cavell | Yesterday | Active |
| Owen Brennan | Health and safety | Head office | 40 minutes ago | Active |
Deactivating somebody prompts you to reassign what they own rather than doing it silently, because an unowned record is how a register rots.
Roles
What each role is scoped to and what it may approve.
Recent changes
Health and safety given a stop on any activitySolveig Ranta · 2 MayLogged
Permits require a named holder before issueSolveig Ranta · 6 SeptemberLogged
Role changes sit in the same audit log as record changes, because both change what somebody can do.
Why custom roles exist
- Anybody on site can stop work and nobody needs permission to do it
- Only health and safety can lift a stop, and never the person who caused it
- A permit cannot be issued without a named holder who has signed for it
- Only a project manager raises a delay notice, because it is a contractual act
Roles
5 roles| Role | Type | People | Scope | Can approve to | Status |
|---|---|---|---|---|---|
| Administrator | Built in | 1 | Everything | No limit | Active |
| Project manager | Built in | 4 | Own project | Raises delay notices | Active |
| Site supervisor | Built in | 11 | Own site | Issues permits | Active |
| Health and safety | Built in | 3 | All sites | Stops any work | Active |
| Subcontractor | Custom | 96 | Own trade and permits | Raises issues | Active |
A role carries a scope and an approval ceiling. Both are enforced on the server; hiding a button is not access control.
Permissions
Every capability against every role, as enforced.
What each role can do
10 capabilities| Capability | Administrator | Project manager | Supervisor | Health and safety | Subcontractor |
|---|---|---|---|---|---|
| Raise an issue or RFI | Yes | Yes | Yes | Yes | Yes |
| Stop work | Yes | Yes | Yes | Yes | Yes |
| Lift a stop | No | No | No | Yes | No |
| Issue a permit | Yes | Yes | Yes | Yes | No |
| Issue without a named holder | No | No | No | No | No |
| Close a permit | Yes | Yes | Yes | Yes | Own |
| Raise a delay notice | Yes | Yes | No | No | No |
| Change the programme | Yes | Yes | No | No | No |
| Upload a drawing revision | Yes | Yes | No | No | No |
| Read the audit log | Yes | Yes | Own site | Yes | Own |
Enforced per query rather than by hiding controls. A scoped "yes" means the row exists but is limited, which is why some actions need a second person.
Everybody on site can stop work and only one role can lift a stop. That asymmetry is the same one every safety system needs and it is one row of this table.
Notifications
What the system sends, to whom, and when.
What is sent
RFI needs two consultantsTo both, at the same time, on day oneOn
RFI open 7 daysTo the project manager, to consider a delay noticeOn
Delaying event with no notice after 5 daysTo the project manager, dailyOn
Permit expires in 1 hourTo the holder and the supervisorOn
Permit expired and not closedTo health and safety, immediatelyOn
Every message names the record it is about, so a reply lands somewhere.
Quiet hours
No routine notifications20:00 to 07:00, local to the personOn
Urgent overridesAny work stopped for safety, at any hourOn
Weekly digestMonday 08:00On
A notification that waits until morning is one that did not work, so the override is explicit rather than a setting nobody finds.
Notification rules are yours to set. What is here is a starting point drawn from how the queue actually behaves.
Integrations
Connected systems and their sync history.
Connected
4 connectedDrawing registerRevisions and which are currentConnected
ProgrammeActivities, dependencies and floatConnected
Access controlWho is on site right nowConnected
Consultant emailRFIs out and answers backConnected
Cost systemStanding time and delay costNot connected
What breaks without them
- Without the cost system a delay has no number, and a delay with no number does not get escalated
- Without the programme an open RFI cannot show which activities it blocks
- Without access control a permit holder may have left the site
- Work continues; the record of why it was late does not exist
Sync history
Last 24 hours| When | Source | Records | Result |
|---|---|---|---|
| Continuous | Drawing register | 1,842 drawings | Live |
| Daily | Programme | 148 activities | 11 behind |
| Continuous | Access control | 284 on site | Live |
| Continuous | Consultant email | 188 RFIs | 22 overdue |
A sync that half-succeeded is listed as such rather than as a failure, because the records that did land still changed something.
Import and export
Bulk load and extract, with per-row validation.
Import
Validated before anything is written. A file with one bad row imports the rest and tells you which line failed and why.
Export
RangeEverythingThis yearFiltered view
Recent imports and exports
Last 30 days| When | What | Rows | Result | By |
|---|---|---|---|---|
| 1 Sep 06:00 | Import | 148 | Complete | Solveig Ranta |
| 1 Sep 18:00 | Export | 188 | Complete | Jutta Reinhardt |
| 13 Aug 08:00 | Import | 1,842 | Complete | Solveig Ranta |
Every import is kept with its source file, so a bad load can be traced rather than argued about.