Pre-Construction Setup for General Contracting

Gather the executed contract or award letter, client details, project name, address, internal job number, and key contacts. Confirm any billing requirements such as AIA forms, pay app schedule, and lien waiver forms. Keep this core information handy while you set up the project record.

Log into the PM platform and create a new project using the internal naming convention. Enter basic details including client, project type, location, and key dates such as anticipated start and completion. Assign the project manager and superintendent if known so they appear in project records.

In the accounting or ERP system, create the job using the same name and number as in the PM system. Enter client billing information, tax status, contract value, and retention requirements based on the contract. Confirm that job status is set to “Active” or equivalent so costs can post to it.

Apply the company’s standard cost code template for this project type to the new job. Remove codes that clearly will not apply and add any project-specific codes agreed with estimating or operations. Verify that major divisions (general conditions, sitework, structure, MEP, finishes) are present and correctly labeled.

Double-check that project name, number, client, and contract value match across PM and accounting systems. Save a brief setup note or screenshot in the project admin folder to show when and how the job was created. Notify accounting and the PM that the project is live in the systems.

List the core roles needed such as project executive, project manager, assistant PM, superintendent, field engineer, project accountant, and safety lead. Consider the project’s size, phasing, and risk to decide whether roles can be combined or require multiple people.

Work with operations leadership to assign specific people to each role. Confirm their availability relative to other projects and any planned transitions. Avoid partial assignments that leave key functions covered only a few hours a week unless the project is very small.

For each assigned role, note the main responsibilities such as managing RFIs and submittals, maintaining the schedule, running OAC meetings, overseeing daily field operations, or handling pay apps. Use your company’s role descriptions as a starting point and adjust for project specifics.

Create a simple org chart or role matrix that shows who is responsible for what. Share it with the assigned team members and relevant support staff. Clarify points of overlap or shared responsibility so there are no assumptions.

Save the org chart or role matrix in the project’s admin folder and upload to the PM system if possible. Use this document when inviting people to meetings, assigning tasks, and setting up distribution lists. Update it if staffing changes during the project.

Confirm with the owner and architect/engineer which documents are contract documents and what the latest revisions are. Request full electronic copies of drawings, specifications, addenda, geotechnical reports, and any issued RFIs or bulletins.

Create a folder structure in your document management system or shared drive that includes sections for contract, drawings, specs, addenda, RFIs, submittals, meeting minutes, and field photos. Use your company’s standard template if one exists to keep organization consistent across jobs.

Place the prime contract, general and supplementary conditions, exhibits, and insurance requirements in the Contract folder. Name files with dates and version identifiers so it is obvious which is current. Include any special owner or lender requirements provided at award.

Upload all drawings and specifications into the appropriate folders or drawing management tools. Maintain a clear naming convention by discipline and sheet number. Ensure addenda and bulletins are clearly labeled and linked to the affected drawings and sections.

Confirm that the project team has access to the folder structure and knows where key documents are stored. Restrict editing or moving of official contract documents to a small number of people to prevent accidental changes. Note document locations in the project setup notes.

Review the prime contract language for payment terms, retainage, schedule requirements, liquidated damages, insurance, indemnity, change order provisions, and dispute resolution. Highlight any unusual or high-risk clauses that may affect how you manage the job.

Go through key plan sheets, elevations, sections, and specifications to identify areas of incomplete information, conflicting notes, or atypical details. Pay special attention to interfaces between trades, systems that are performance-specified, and areas noted as “by others.”

Review your approved estimate or proposal alongside the contract documents. Confirm that the scope you priced aligns with the final design and that owner-accepted alternates and exclusions are properly documented. Note any gaps where scope may be missing or double-covered.

Create a risk and issues list capturing each concern, its category (commercial, design, coordination), and potential impact on cost or schedule. Include references to specific contract clauses or drawing/spec sections. This list will feed into the risk review and mitigation plan.

Discuss the major risks and scope gaps with the project manager, superintendent, and operations or executive sponsor. Agree on which items require immediate action such as clarifications, contract negotiation, or contingency planning. Update the risk list based on their input.

Get the final, accepted estimate from estimating, including detailed breakdowns by trade, system, and any alternates. Confirm that it matches the awarded scope and contract value. Note any assumptions or clarifications that influenced pricing.

Go through the estimate and assign each line item to an appropriate cost code in the job’s cost code structure. For complex items, split the value across multiple codes so reporting will be meaningful. Document mapping rules for any unusual allocations.

Input the budgeted amounts for each cost code into the accounting or ERP job cost module. Double-check that totals across all cost codes equal the agreed control budget and reconcile any differences. Lock the budget baseline according to company policy once approved.

Within the budget, define any internal contingency or reserve amounts and where they are coded. Clearly label these in your internal tracking so they are not mistaken for spendable scope. Agree with leadership on rules for using contingency during the project.

Prepare a high-level budget summary showing major categories and contingency. Review it with the project manager, superintendent, and project accountant so everyone understands where cost pressure points are. Save both detailed and summary budgets in the project folder.

Check the contract, specifications, and local building department guidelines to identify required permits, inspections, and certificates. Include building, trade, fire, health, environmental, utility, and any special use permits or third-party testing.

Determine which permits are the GC’s responsibility versus the owner’s or design team’s. Confirm which permits are already in place, which are in progress, and which have not yet been applied for. Document responsible parties and expected dates.

Build a simple table listing each required permit or inspection, responsible party, required lead time, and related schedule milestones. Include recurring inspections such as special inspections, testing, and commissioning if applicable.

Contact the building department, utilities, and required testing agencies to confirm submittal procedures, inspection scheduling practices, and expected review times. Note any special requirements such as advance booking or specific inspection sequences.

Review the permitting and inspections matrix with the project manager, superintendent, and design team. Adjust the project schedule to reflect realistic review and inspection timelines. Save the matrix in the project folder and keep it updated as permits are obtained and inspections occur.

Collect any tender-phase schedules, standard templates, and input from the project manager, superintendent, and key subs. Understand constraints such as access, working hours, long-lead items, and phased turnover requirements. Note any owner-imposed milestones or penalties.

Break the project into logical phases such as sitework, structure, envelope, MEP rough-in, interiors, commissioning, and closeout. Within each phase, identify key activities needed to reach completion. Create a work breakdown that is detailed enough to manage but not overwhelming.

Assign realistic durations to each activity based on past experience, crew sizes, and productivity. Connect activities with logical relationships (finish-to-start, start-to-start) to reflect how work will actually flow. Consider parallel work where safe and practical to optimize duration.

Mark critical dates such as permit issuance, steel delivery, power-on, substantial completion, and occupancy. Enter any external constraints such as no-work periods or fixed tenant turnover dates. Review the resulting critical path to see if it aligns with contractual requirements.

Review the draft schedule with the project team and adjust based on their feedback. Once agreed, designate it as the baseline in your scheduling tool and save a copy in the project folder. Share a summary version with the owner and design team if required by contract.

Decide which recurring meetings are needed such as internal coordination, OAC meetings, and subcontractor progress meetings. Set preliminary frequencies (weekly, biweekly, monthly) and expected participants. Note standard reports such as schedule updates and cost reports that support these meetings.

Identify the primary channels for communication with the owner, design team, and subs, such as email groups, PM platform messaging, or portals. Create and test distribution lists for different audiences (internal team, OAC, subcontractors) so information reaches the right people consistently.

Set up RFIs, submittals, drawing logs, and meeting minutes modules in your PM software or chosen tools. Ensure numbering schemes and workflows (who initiates, who approves) are configured according to company standards and contract requirements.

Confirm the project folder structure created earlier and define naming rules for key document types like RFIs, submittals, and meeting minutes. Document these rules in a short “project admin guide” so the team can follow them without guessing.

Review communication protocols and document control expectations with the project team during internal kickoff. Provide a brief reference sheet summarizing how to log RFIs, store documents, and distribute meeting minutes. Adjust protocols only with deliberate changes, not ad hoc exceptions.

Gather the risk and issues list created during contract/document review, along with notes from estimating, operations, safety, and permitting discussions. Include known site conditions, logistical challenges, and any client or tenant constraints.

For each risk, assign a category such as cost, schedule, quality, safety, or relationship. Rate likelihood and impact on a simple scale. This helps focus attention on risks that are both likely and significant rather than minor annoyances.

For high and medium risks, decide what actions will reduce likelihood or impact, such as design clarifications, alternative details, added inspections, or schedule resequencing. Note if contingency funds or time should be reserved for specific risks.

For each mitigation action, assign a responsible person (PM, superintendent, estimator, safety lead) and a target completion date. Record these assignments in a simple risk register so they can be tracked like other project tasks.

Share the risk register and mitigation plan with the project executive or operations leader for review. Adjust as needed based on their input and then mark the plan as approved. Save the risk register in the project folder and use it in ongoing project reviews.

Arrange a meeting that includes estimating, business development (if applicable), the project manager, superintendent, and project executive. Set an agenda and allocate enough time to cover scope, budget, schedule, and risks without rushing.

Gather the final estimate, proposal, bid clarifications, contract, preliminary buyout strategy, and risk register. Include any correspondence with the owner or design team that contains promises or expectations beyond the contract documents.

During the meeting, have the estimator walk the team through major scope elements, alternates, and allowances. Highlight where pricing is tight, where contingency is built in, and what assumptions were made about means, methods, or productivity. Encourage questions to confirm understanding.

Discuss the baseline schedule, critical milestones, and any known constraints such as limited access, tenant operations, or noise restrictions. Explain any sequencing strategies or phasing that were used to win the job or meet client requirements.

As questions arise during the handoff, record actions required such as clarifications, design meetings, or early procurement steps. Assign owners and due dates, and update the risk register or action log accordingly. Save meeting minutes and handoff materials in the project folder for future reference.