Construction

Use for construction and project management operations — project scheduling, daily site reports, subcontractor coordination, material procurement, budget tra...

Security Scan

This is an instruction-only construction project management skill whose declared purpose matches the actions described in SKILL.md; it asks for no installs or credentials and stays within the expected scope for a PM assistant.

Purpose & Capability

Name and description (construction/project management) align with the SKILL.md content: scheduling, daily reports, subcontractor coordination, procurement, budget tracking, RFIs, safety, etc. There are no unrelated required binaries, env vars, or config paths declared.

Instruction Scope

The runtime instructions describe checks (heartbeat), alerts, and document/report templates that are appropriate for the stated purpose. However the SKILL.md assumes access to project data (milestones, budgets, RFIs, daily reports, photos, PO records) and abilities to alert/escalate, but it does not specify where that data lives or which integrations/credentials to use. This is a functional gap (integration unspecified) rather than a direct security mismatch.

Install Mechanism

No install spec and no code files — instruction-only. This is the lowest-risk install model; nothing will be written to disk by the skill itself.

Credentials

The skill declares no required environment variables, credentials, or config paths. The actions described would normally require access to PM systems (e.g., Procore,ERP,cloud storage) but the skill does not request any secrets itself, which is proportionate. Consumers will need to provide appropriate integration credentials in the agent environment separately if they expect the skill to act on real data.

Persistence & Privilege

The skill does not request always:true or any special persistent system privileges. Autonomous invocation is allowed (platform default) but not combined with elevated privileges or credential requests within the skill.

Assessment

This skill is coherent and instruction-only, but it assumes access to project data and notification channels without specifying integrations. Before installing or enabling it: (1) Decide which project systems (Procore, PlanGrid, SharePoint, ERP, cloud storage) the agent should read/write and provision only the required credentials via a secure secrets store; (2) Review and test the Heartbeat alerts in a sandbox to avoid noisy or misdirected escalations; (3) Confirm how photos and sensitive site information will be stored/transmitted to meet privacy and contractual requirements; (4) Limit the agent's write permissions (notify vs. auto-change) until you're comfortable with its behavior. If you want the skill to act on live data, you or your integrator should add explicit, scoped connectors and credential use so actions are auditable.

Construction Project Management Agent

Assist construction professionals with full project lifecycle management — from pre-construction through closeout. Track schedules, budgets, subcontractors, materials, safety, quality, and owner communication. Keep projects on time, on budget, and compliant.

Heartbeat

When activated during a heartbeat cycle:

1. Schedule slippage? Check active project milestones and critical path tasks. Any task overdue or at risk of delay within the next 7 days → flag with impact analysis and recommended recovery action.
2. Daily reports missing? Any active project without a daily site report logged for the previous workday → alert superintendent or PM to submit.
3. Budget overruns emerging? Compare committed costs plus actuals against budget per cost code. Any line item exceeding 90% of budget with remaining work → flag with variance and forecast-at-completion.
4. Open RFIs or submittals aging? Any RFI or submittal outstanding more than 7 days without response → escalate with days open, responsible party, and schedule impact.
5. Safety compliance gaps? Overdue toolbox talks, expired certifications, uninspected equipment, or unresolved incident reports → flag with required corrective action.
6. If nothing needs attention → HEARTBEAT_OK

Project Scheduling

Schedule Setup

For each project, maintain:

• Project ID — name, address, contract type (lump sum, GMP, cost-plus, T&M)
• Contract value — original, approved changes, current
• Key dates — notice to proceed, substantial completion, final completion, liquidated damages trigger
• Milestone schedule — phase-level dates (mobilization, foundation, structure, envelope, MEP rough-in, finishes, commissioning, turnover)
• Critical path — the longest chain of dependent tasks that determines project end date

Milestone Tracking

Milestone	Planned Date	Forecast Date	Actual Date	Variance (days)	Status
—	—	—	—	—	—

Status values: ON TRACK · AT RISK · DELAYED · COMPLETE

Critical Path Management

Monitor daily:

• Tasks currently on the critical path
• Float available on near-critical tasks (total float ≤ 5 days)
• Any change that could shift the critical path

When a critical path task slips:

1. Quantify the delay in calendar days
2. Identify cause (weather, labor, material, design, owner)
3. Assess whether the delay is excusable/compensable
4. Propose recovery options (overtime, re-sequence, additional crews, parallel work)
5. Document in schedule narrative for the period

Look-Ahead Schedule

Generate a rolling 3-week look-ahead every week:

• Tasks starting or continuing in the window
• Required prerequisites (submittals approved, materials delivered, inspections passed)
• Labor and equipment needs per day
• Constraints or holds that could block progress
• Subcontractor coordination requirements

Daily Site Reports

Required Fields

Each daily report must capture:

• Date and weather — conditions (clear, rain, snow, wind), temperature high/low, weather impact on work (none, partial, full stop)
• Workforce on site — headcount by trade/subcontractor
• Equipment on site — active and idle
• Work performed today — by area/zone and trade, referencing schedule activities
• Materials received — deliveries logged with PO reference
• Visitors — owner, architect, inspectors, with purpose of visit
• Delays or disruptions — cause, duration, trades affected
• Safety observations — incidents, near-misses, hazards noted, toolbox talk topic
• Photos — minimum 5 per day tagged by location and trade

Daily Report Template

PROJECT: [name]
DATE: [YYYY-MM-DD]
REPORT #: [sequential]
WEATHER: [conditions] | High: [X]°F/°C | Low: [X]°F/°C | Impact: [none/partial/full]

WORKFORCE:
| Trade / Subcontractor | Headcount | Hours Worked | Area |
|----------------------|-----------|-------------|------|
| — | — | — | — |

EQUIPMENT ON SITE:
| Equipment | Status (active/idle/maintenance) | Operator |
|-----------|--------------------------------|----------|
| — | — | — |

WORK PERFORMED:
- [Area/Zone]: [description of work, referencing schedule activity ID]

DELIVERIES:
- [Material] — [quantity] — PO# [number] — [condition on arrival]

DELAYS / DISRUPTIONS:
- [cause] — [duration] — [trades affected] — [excusable Y/N]

SAFETY:
- Toolbox talk: [topic]
- Incidents: [none / description]
- Observations: [hazards noted and corrective action taken]

NOTES / ISSUES:
- [any items requiring PM attention]

PREPARED BY: [name] | REVIEWED BY: [name]

Subcontractor Management

Subcontractor Registry

Per subcontractor, track:

• Company name and trade — electrical, plumbing, HVAC, concrete, steel, drywall, painting, roofing, etc.
• Contract value — original, approved changes, current
• Insurance status — GL, workers' comp, auto — expiration dates
• Bonding — performance and payment bond status
• Key contacts — PM, superintendent, foreman, office
• Mobilization date and required completion date
• Retainage — percentage held
• Pay application status — current period, billed to date, balance to finish

Coordination

• Distribute the 3-week look-ahead to all active subs weekly
• Confirm labor and equipment commitments 5 days before needed
• Conduct weekly subcontractor coordination meetings — log attendees, action items, commitments
• Track subcontractor-to-subcontractor dependencies (e.g., drywall cannot start until MEP rough-in inspection passes)

Subcontractor Performance Log

Sub	Trade	Schedule Adherence	Quality	Safety	Workforce Reliability	Notes
—	—	★☆☆☆☆	★☆☆☆☆	★☆☆☆☆	★☆☆☆☆	—

Update monthly. Use for future bid invitations.

Material Procurement & Delivery

Procurement Workflow

IDENTIFIED → SPECIFIED → BID/QUOTED → PO ISSUED → FABRICATION → SHIPPED → DELIVERED → INSTALLED
                                                           ↘ BACKORDERED
                                                           ↘ REJECTED (damage/defect)

Tracking Per Material

• Item description and spec reference
• Quantity required vs. ordered vs. received vs. installed
• Vendor — contact, lead time quoted, actual lead time
• PO number and date
• Submittal/approval status — must be approved before ordering long-lead items
• Required on-site date — derived from schedule
• Actual delivery date
• Storage location on site
• Inspection on receipt — quantity correct, condition acceptable, spec match

Long-Lead Item Alerts

Flag any material with lead time > 4 weeks. Maintain a long-lead log:

Item	Lead Time	Order-By Date	Submittal Status	PO Status	ETA	Schedule Impact if Late
—	—	—	—	—	—	—

Alert when the order-by date is within 14 days and the PO has not been issued.

Budget & Cost Control

Cost Code Structure

Organize costs by CSI MasterFormat division or project-specific WBS:

Cost Code	Description	Budget	Committed	Actuals	Forecast	Variance
—	—	—	—	—	—	—

Key Metrics

Calculate and surface monthly:

• Budget at Completion (BAC) — original contract + approved COs
• Actual Cost of Work Performed (ACWP)
• Earned Value (BCWP) — budgeted cost for completed work
• Cost Performance Index (CPI) — BCWP / ACWP (below 1.0 = over budget)
• Schedule Performance Index (SPI) — BCWP / BCWS (below 1.0 = behind schedule)
• Estimate at Completion (EAC) — BAC / CPI
• Variance at Completion (VAC) — BAC - EAC
• Contingency remaining — amount and percentage of original contingency consumed

Cost Alert Thresholds

Condition	Threshold	Action
Cost code > 90% consumed, work not 90% complete	CPI < 0.90	Flag to PM with analysis
Overall project CPI below 0.95	CPI < 0.95	Trigger cost review meeting
Contingency below 50% at project midpoint	—	Alert ownership/PM
Unapproved cost exposure > $10K	—	Require immediate PM review

Pay Application Review

For each subcontractor pay app:

1. Verify schedule of values percentages match field observations
2. Confirm stored materials are on site and properly documented
3. Validate change order work is approved before billing
4. Check retainage is withheld correctly
5. Cross-reference with daily reports and progress photos
6. Approve, reject, or revise with line-item notes

Change Order Management

Change Order Lifecycle

POTENTIAL CHANGE → PRICED → SUBMITTED → NEGOTIATED → APPROVED → EXECUTED → BILLED
                                                            ↘ DENIED (document rationale)
                                                            ↘ DISPUTED (track separately)

Change Order Log

CO #	Description	Initiated By	Date Identified	Days	Cost Impact	Time Impact	Status
—	—	—	—	—	—	—	—

Pricing a Change

Every change order proposal must include:

• Detailed scope description referencing contract and drawings
• Labor — hours by trade at contract rates
• Materials — itemized with unit costs and markup
• Equipment — type, duration, rates
• Subcontractor quotes (if applicable)
• Markup per contract terms (overhead, profit, bond)
• Schedule impact in calendar days
• Supporting documentation (RFI, ASI, field directive, sketches)

Change Order Dispute Resolution

If a change is disputed:

1. Document the owner/architect position and the contractor position
2. Track time and cost impact separately as "potential exposure"
3. Continue the work if directed (under reservation of rights, documented in writing)
4. Compile contemporaneous cost records for the disputed work
5. Escalate per contract dispute resolution clause

Safety Compliance & Incident Reporting

Daily Safety Requirements

• Toolbox talk before work begins — topic relevant to day's activities
• PPE compliance — hard hat, safety glasses, hi-vis, steel toes minimum; task-specific additions (harness, respirator, face shield)
• Housekeeping — clear walkways, secured materials, proper waste disposal
• Hazard identification — any new condition reported and mitigated before work proceeds

Safety Inspection Checklist

Weekly minimum — more frequent for high-risk activities:

• Fall protection in place for work above 6 feet
• Excavations sloped/shored/shielded per OSHA
• Scaffolding inspected and tagged by competent person
• Electrical panels and temporary power GFCI protected
• Fire extinguishers accessible and inspected
• Crane/hoist daily inspection logged
• Confined space permits current
• Hot work permits current
• First aid kit stocked and AED accessible
• Emergency action plan posted and known

Incident Reporting

Any incident — injury, near-miss, property damage, environmental release:

1. Administer first aid / secure scene immediately
2. Notify superintendent and safety officer
3. Complete incident report within 4 hours

Incident report must include:

• Date, time, exact location
• Persons involved (name, employer, trade)
• Witnesses
• Description of event
• Root cause (preliminary)
• Immediate corrective actions taken
• OSHA recordable determination (Y/N)
• Follow-up actions with responsible party and due date
• Photos of scene

Safety Metrics

Track per project:

• Total Recordable Incident Rate (TRIR) — (recordable incidents × 200,000) / total hours worked
• Days Away, Restricted, or Transferred (DART)
• Near-miss reports filed — more reports = better safety culture
• Toolbox talks completed vs. required

Permits & Inspections

Permit Tracking

Permit Type	Jurisdiction	Applied Date	Approved Date	Expiry	Status	Conditions
Building	—	—	—	—	—	—
Grading	—	—	—	—	—	—
Electrical	—	—	—	—	—	—
Plumbing	—	—	—	—	—	—
Mechanical	—	—	—	—	—	—
Fire	—	—	—	—	—	—
ROW/encroachment	—	—	—	—	—	—
Environmental	—	—	—	—	—	—

Inspection Schedule

Track every required inspection:

Inspection	Required Before	Scheduled Date	Inspector	Result	Re-Inspect Date	Notes
—	—	—	—	—	—	—

Result values: PASS · CONDITIONAL · FAIL · CANCELLED

Rules:

• Schedule inspections minimum 48 hours in advance per jurisdiction requirements
• Never cover work that requires inspection before the inspection passes
• If an inspection fails, document deficiencies, assign corrective action, and reschedule immediately
• Maintain a running inspection log for final closeout documentation

RFI (Request for Information)

RFI Lifecycle

DRAFTED → SUBMITTED → UNDER REVIEW → RESPONDED → CLOSED
                                             ↘ RESUBMITTED (response insufficient)

RFI Log

RFI #	Subject	Date Submitted	To	Required-By Date	Date Responded	Days Open	Schedule Impact	Cost Impact	Status
—	—	—	—	—	—	—	—	—	—

RFI Best Practices

• Include specific drawing and spec references
• State the question clearly in one sentence, then provide context
• Propose a solution when possible — speeds response
• Attach photos, markups, or sketches
• Track schedule and cost impact of delayed responses
• Escalate any RFI open > 10 business days without response
• Never proceed with assumptions on ambiguous details — document via RFI

Punch List Management

Punch List Workflow

IDENTIFIED → ASSIGNED → IN PROGRESS → COMPLETED → VERIFIED → CLOSED
                                              ↘ REJECTED (redo required)

Punch List Item Record

• Item # — sequential
• Location — building, floor, room
• Trade / Subcontractor responsible
• Description — specific deficiency with reference to contract requirements
• Priority — critical (blocks occupancy), major (visible defect), minor (cosmetic)
• Photo — before, and after completion
• Date identified — and by whom
• Due date — per closeout schedule
• Date completed — and verified by whom

Punch List Rules

• Walk every space systematically — don't rely on spot checks
• Generate punch list no later than substantial completion inspection
• Sub-specific punch lists distributed within 24 hours of walk
• Items not corrected within 14 days → back-charge warning
• Final acceptance walk only after all items verified closed
• Retain punch list as part of closeout documentation

Equipment Scheduling & Maintenance

Equipment Registry

Per piece of equipment (owned or rented):

• Equipment ID / description — e.g., "CAT 320 Excavator — Unit #EX-04"
• Owner — company-owned, rented (from whom, daily/weekly/monthly rate)
• Hours / mileage
• Assigned project and duration
• Operator certification required (Y/N, type)
• Maintenance schedule — per manufacturer intervals
• Daily inspection status — pre-operation check logged

Equipment Schedule

Equipment	Project	Mobilize Date	Demobilize Date	Rate	Utilization
—	—	—	—	—	—

Track utilization: hours_used / hours_available. Below 60% → review whether equipment is needed on site. Rented equipment idle > 3 days → consider off-renting.

Maintenance / Inspection

• Daily pre-operation inspection required before use — fluid levels, leaks, tire/track condition, safety devices, lights, backup alarm
• Scheduled maintenance per hour intervals — log and track next due
• Tag-out any equipment with safety defects — do not operate until repaired

Quality Control

QC Checklist by Phase

Foundation:

• Excavation dimensions per plan
• Bearing capacity verified (soils report / proof roll)
• Reinforcement placed per structural drawings
• Formwork plumb, level, braced
• Concrete mix design approved
• Concrete placed, vibrated, finished per spec
• Concrete test cylinders taken
• Curing method applied per spec

Structure:

• Steel/connections per erection drawings
• Bolt torque verified and documented
• Concrete placement and testing per spec
• Embed plates and anchor bolts surveyed
• Tolerance checks (plumb, level, alignment)

Envelope:

• Weather barrier installed per manufacturer requirements
• Window/door flashing sequence correct
• Sealant joints per spec (backer rod, depth/width ratio)
• Roofing system per approved submittal
• Water testing performed where specified

MEP Rough-In:

• Routing per coordinated MEP drawings / BIM
• Hangers and supports per code and spec
• Fire-stopping at penetrations
• Pressure testing (plumbing, fire protection, gas)
• Insulation per spec

Finishes:

• Substrate prep verified before finish application
• Color and material match approved samples
• Installation per manufacturer requirements
• Protection of finished surfaces from other trades

Non-Conformance Report (NCR)

When work does not meet contract requirements:

1. Stop work on the affected item
2. Document the non-conformance (description, location, reference spec/drawing)
3. Photograph the condition
4. Issue NCR to responsible party with required corrective action
5. Corrective action must be proposed and approved before rework begins
6. Verify corrective work, close NCR with sign-off

Weather Impact Assessment

Decision Matrix

Condition	Impact Level	Action
Rain — light (<0.1 in/hr)	Monitor	Continue most work; stop exterior painting, roofing, concrete flatwork
Rain — moderate to heavy	Partial/full stop	Stop earthwork, exterior work; protect open excavations; cover stored materials
Wind > 30 mph	Partial stop	Stop crane operations, high steel, roofing; secure loose materials
Wind > 40 mph	Full stop	Evacuate elevated work areas; secure all materials and equipment
Lightning within 10 miles	Full stop	All personnel off elevated surfaces and away from metal structures; shelter in place
Temperature < 40°F / 4°C	Modified work	Cold weather concrete plan required; protect fresh concrete from freezing
Temperature > 100°F / 38°C	Modified work	Mandatory hydration breaks every 30 min; shade for rest areas; adjust work hours
Snow/ice	Partial/full stop	De-ice walking surfaces; evaluate structural loads on temporary structures

Weather Delay Documentation

For each weather delay:

• Date and hours of delay
• Specific weather conditions (source data — not subjective)
• Trades and work activities affected
• Whether the delay affects the critical path
• Classification: excusable/non-excusable per contract weather day allowance
• Cumulative weather days used vs. contract allowance

Client / Owner Communication

Progress Reporting

Deliver to the owner on a defined cadence (typically monthly):

• Executive summary — 3-5 sentences: overall status, key accomplishments, upcoming milestones, items needing owner action
• Schedule status — percent complete, critical path update, milestone tracker, variance narrative
• Financial status — original contract, approved changes, current contract, billed to date, retainage held, balance to finish, contingency status
• Change order log — pending, approved, denied, total exposure
• RFI log — open items, items needing owner/architect response
• Safety summary — hours worked, incidents, TRIR
• Photos — progress photos organized by area
• Look-ahead — key activities for next reporting period
• Owner action items — decisions needed, access requirements, information required, with deadlines

Communication Log

Track every substantive communication with the owner, architect, and engineer:

Date	From	To	Method	Subject	Action Required	Resolved
—	—	—	—	—	—	—

Method values: EMAIL · MEETING · PHONE · LETTER · RFI · SUBMITTAL

Meeting Minutes Template

PROJECT: [name]
MEETING TYPE: [OAC / coordination / safety / pre-construction]
DATE: [YYYY-MM-DD]
ATTENDEES: [names and companies]

AGENDA ITEMS:
1. [topic] — [discussion summary] — [decision or action]
2. ...

ACTION ITEMS:
| # | Action | Responsible | Due Date | Status |
|---|--------|------------|----------|--------|
| — | — | — | — | — |

NEXT MEETING: [date and time]

PREPARED BY: [name] | DISTRIBUTED: [date]

Project Closeout

Closeout Checklist

• Punch list 100% complete and verified
• All inspections passed — certificate of occupancy obtained
• As-built drawings submitted
• O&M manuals delivered
• Warranty letters collected from all subs and suppliers
• Attic stock and spare parts delivered
• Owner training on building systems completed and documented
• Final pay applications processed (all subs)
• Retainage release conditions met
• Final change order executed (zero-balance CO if needed)
• Lien waivers collected (conditional and unconditional, all tiers)
• Consent of surety for final payment (if bonded)
• Project documentation archived (submittals, RFIs, COs, daily reports, photos, test reports)
• Lessons learned meeting conducted and documented
• Warranty period start date and end date documented
• Demobilization complete — site clean, temporary facilities removed