All data shown is sample data for demonstration only and is not tied to any customer.
DC-1Ready For Service—
Refreshing…
DC-1
GoodMediumCritical
1 · Design
Drawings IFC
—
Open submittals
—
Open RFIs
—
Overdue RFIs / submittals
— / —
2 · Finance & procurement
Budget
—
Forecast at completion
—
Pending PCOs
—
Contracts in review
—
3 · Schedule
IST forecast
—
Vs baseline
—
Milestones late
—
Current revision
—
4 · Organization
Prime contracts
—
Over capacity
—
Vendors
—
Project team
—
5 · OFCI equipment
Deliveries this week
—
Units with open missing pieces
—
Delayed
—
Missing parts open
—
6 · Commissioning
Tests passed
— / —
FAT / FWT passed
— / —
Open issues
—
Critical issues
—
Top 5 – project
The 5 most critical items across all six sections.
Priority
Area
Ref
Item
Detail
Date
Top 3
Click a section tile above to switch.
Priority
Area
Ref
Item
Detail
Date
Drawings IFC
—
— of — sheets
Status by discipline
Discipline
Drawings
IFC sheets
IFC
Drawings log
ID
Discipline
Title
Rev
Status
Submitted
Due
Ball in court
Specs log
ID
Discipline
Title
Rev
Status
Submitted
Due
Ball in court
Open submittals
—
— past review due date
Status by discipline
Discipline
Open
Overdue
Closed (approved)
Submittals log
ID
Type
Discipline
Title
Rev
Status
Submitted
Due
Ball in court
Open RFIs
—
— unanswered past due
Status by discipline
Discipline
Open
Overdue
Closed
RFIs log
ID
Discipline
Title
Rev
Status
Submitted
Due
Ball in court
Budget
—
incl. owner contingency
Committed
—
contracts & POs
Forecast at completion
—
— budget − forecast
PCOs · owner change orders
—
approved · — pending (—)
Budget, committed and forecast by division
Bar = committed, track = budget, tick = forecast at completion (red when over budget). Click a division to see its breakdown below.
Project costs
PCOs = owner change orders. Forecast = budget + PCOs approved + PCOs pending; red when over budget.
Code
Division
Budget
Committed
PCOs approved
PCOs pending
Forecast
Breakdown: —
Click a division in the chart or table above to see its packages and contractors. PCOs = owner change orders on the package; forecast = budget + PCOs approved + PCOs pending.
Pkg
Package
Contractor
Scope
Budget
Committed
PCOs approved
PCOs pending
Forecast
PCOs – upstream (owner)
Potential change orders submitted to the owner. Ref = the downstream CCO behind it.
PCO
Title
Discipline
Amount
Status
Submitted
Ref
CCOs · downstream (to subs)
—
approved · — pending (—)
Contracts not executed
—
in review, draft or pending signature
Commitments
Original SOV = contract, subcontract or PO value. Committed = original SOV + approved CCOs. Forecast = committed + pending CCOs. Each vendor works under either a contract (contract, subcontract or PO) or an MSA with POs released against it, not both. Click a Contract, MSA, NDA or NTP status to open its one-pager.
ID
Vendor
Scope
Original SOV
CCOs approved
Committed
CCOs pending
Forecast
Contract
MSA
NDA
NTP
CCOs – downstream
Change orders with subcontractors and suppliers.
CCO
Title
Subcontractor
Amount
Status
Submitted
Billed to owner (upstream)
—
— received
Due from owner
—
— open pay apps · — retainage held
Invoiced by vendors (downstream)
—
— paid
Due to vendors
—
— open · — on hold · — retainage
Billed by month
Gross amount billed upstream to the owner vs invoiced downstream by vendors, per billing period.
Upstream invoices – pay applications to owner
Net = gross − retainage (5%).
Pay app
Description
Submitted
Gross
Retainage
Net
Status
Due
Paid
Downstream invoices – vendors & subcontractors
Subcontract retainage 10%; PO invoices carry no retainage.
Invoice
Vendor ID
Vendor
Description
Submitted
Gross
Retainage
Net
Status
Due
Paid
IST forecast
—
baseline —
Variance to baseline
—
— open milestones late
Milestones complete
— / —
current — · —
Contract milestones: baseline vs forecast
BaselineCompleteOn timeLateIST late
P6 schedule
Activities from the current P6 update, grouped by WBS. Bar = planned duration, darker fill = % complete, red = critical path, ◆ = milestone, dashed line = data date.
Activity ID
WBS
Activity
Start
Finish
% complete
Total float
Critical
Baseline & schedule revisions
Revision
Data date
SC date
Variance
Reason
Status
CX 3WLA schedule
Three weeks (this week and the next two), Monday to Sunday. Each tile lists the inspections that day, colored by level tag (L1 red · L2 yellow · L3 green · L4 blue · L5 white), with the result for inspections done so far: ✓ passed (green), • not passed yet (yellow), ✕ failed (red). Future inspections show no result. Today is a sample date (Oct 16, the data date). Hover an inspection for details; filter by level below.
ID
Type
Activity
Equipment
Area
Start
Finish
Responsible
Status
Result
Constraint
Construction 3WLA activities
—
— constrained
Construction 3WLA
One week back, three weeks forward from the data date.
ID
Activity
Discipline
Area
Start
Finish
Responsible
Status
Constraint
Open schedule risks
—
— being mitigated
High probability
—
open risks rated high
Largest single impact
—
— total across open risks
Risk matrix
Probability vs schedule impact (Low < 7 days, Medium 7–14, High > 14). Hover a risk for details.
Main schedule risks
ID
Discipline
Risk
Milestone at risk
Probability
Impact
Owner
Mitigation
Status
Project
Program org chart
One VP covers three projects, each run by its own PX. Pick a project above, or click a PX box, to show that PX's team. For example, the DC-1 PX team: cost control, PMs (electrical, mechanical, fiber, network/controls) with their PEs, and commissioning. Superintendents work for the contractors (see the Vendors tab). The PX manages the CM / GC directly, with a core & shell / civil PE. The color strip shows which vendor package each person manages, with the same colors as the Vendors tab.
Project
Vendors org chart – multiprime example
Companies and their scopes only. On a multiprime job the developer holds a contract with each prime directly: the CM / GC – the construction company (C&S, civil, utilities, finishes) – and the electrical, mechanical, fiber and controls contractors.
Project
Project ↔ vendor alignment
Each vendor needs a PM (or the PX) and a PE counterpart on our team. The Cx lead is shown where one is assigned.
Vendor
Trade scopes
Scopes
Our PM
Our PE
Our Cx lead
Coverage
Team bandwidth – span of control
How many vendor counterparts each person manages, against a guideline maximum: PM 2 vendors · PE 3 trade scopes.
Name
Role
Vendors
Counterparts
Guideline
Load
Status
Deliveries this week
— / —
received of scheduled · — delayed
Due next 14 days
—
— in transit now
Delivered to date
—
— in GC possession
Deliveries per month by equipment type
One row per equipment type; each block is a month with deliveries and shows how many. Darker = more deliveries. Dashed line = today (sample). Hover over a block to see the tags.
Deliveries this week
—
✓ DeliveredIn transitScheduledDelayed
Upcoming & in transit
ID
Type
Tag
Equipment
Vendor
PO
FAT
ETA
Status
FAT passed (delivered)
— / —
— passed with exceptions
Delivered with missing pieces
— / —
of units through L2A · — still open
Missing parts open
—
— major · — no ETA
FAT & L2A receiving status
Was the delivered equipment complete? FAT is the factory test before shipping. L2A is the receiving inspection on site, where missing pieces are found (controls wiring, surge arresters, breakers and so on).
Tag
Type
Vendor
Delivered
FAT
L2A
L2A date
Missing pieces
Condition
Missing pieces log
ID
Tag
Type
Missing piece
Qty
Vendor
Found at L2A
ETA
Severity
Status
Inventory log – OFCI equipment
Received equipment, where it is and who has care, custody & control.
Tag
Type
Equipment
Vendor
Received
Location
Possession
Inventory log – parts by vendor
Loose-ship parts, spares, attic stock and replacement pieces, grouped by vendor, with who has them now.
Vendor
Type
Part
For
Qty
Received
Location
Possession
Status
Off-site equipment
—
— already on site
i4 FPT passed
— / —
— in retest
Next shipment
—
—
Off-site commissioning levels
Modules (e-houses, power and cooling skids) are commissioned at the integrator before shipping; on arrival they enter on-site L2A. Off-site tags are outlined versions of the equivalent on-site tag: i1 red (L1), i2 yellow (L2), i3 green (L3), i4 blue (L4).
Off-siteIntegrator / modular commissioning
i1Delivery
i1Equipment delivery to integrator
i2Installation
i2Integrator installation
i3Energization
i3Integrator energization & startup
i4Functional
i4Integrator functional performance test
Equipment commissioning tracker – off-site
Sample equipment commissioned at the integrator, with status at each off-site level, ship date, arrival on site and the level it is at now. Once on site it continues at L2A (see On-site commissioning).
Tag
Type
Description
Integrator
i1
i2
i3
i4
Ships
On site
Current level
Tests passed
— / —
FAT, FWT and L2–L5
FAT / FWT passed
— / —
— failed or retest
Open equipment issues
—
— critical
On-site commissioning levels
Site commissioning of all equipment, including modules after they arrive from the integrator (they enter at L2A site delivery inspection). Tag colors: L1 red · L2 yellow · L3 green · L4 blue · L5 white.
On-siteSite commissioning
L1Factory
FWTFactory witness test
L1FAT – factory acceptance test
L2Delivery & installation
L2ASite delivery inspection
L2BSet-in-place inspection
L2CTrade post-install inspection
L2PEI – pre-energization inspection
L3Energization & startup
L3AEnergization
L3BVendor startup checklist
L3CBMS point-to-point
L4Functional
L4FPT – functional performance test
L4RVT – room validation test
L5Integrated
L5IST – integrated systems test
Equipment commissioning tracker
Equipment on site, by type, with status at each on-site level (L1–L5) and the level it is at now. Equipment still at the integrator is tracked on Off-site commissioning and appears here once it arrives (L2A).