Project Setup for General Contracting

Collect key details from the award and handoff package: client name, project name, location, contract value, delivery method, and expected start and completion dates. Have these available in one place before you begin.

Log into your accounting or ERP system and follow the standard process to add a new job. Enter the basic project information carefully, matching spellings and formats used in other systems (for example, CRM and proposal).

Allow the system to generate a job number or assign the next number in your company’s sequence. Double-check that this number is not already in use and that it follows your standard format.

Set the project status to “Active – Pre-Construction” (or equivalent) and fill in attributes such as sector, region, client type, and project size band. These fields will be used later for reporting and metrics.

Enter tax jurisdiction, billing type (lump sum, GMP, etc.), and any special billing terms known from the contract review. Save the record and ensure there are no missing required fields.

Send a short message to the pre-construction, project management, and accounting contacts with the new job number and name so everyone starts using the same identifier immediately.

Locate your company’s standard project folder template. If one exists, copy it into the shared drive or document management system using the new job number and project name as the root folder.

Name the root folder using your standard convention (for example, “1234 – Client – Project Name”). This ensures it sorts correctly with other projects and is easy to recognize.

Check that core subfolders exist for items like Contract, Drawings, Specifications, Estimate & Budget, Precon, Procurement, Field, Safety, and Closeout. Add any missing standard folders if the template is outdated.

Based on what you know about this job (for example, multiple phases or buildings), add clearly labeled subfolders (for example, “Building A,” “Phase 1 – Demo”) where they will help keep documents organized.

Work with IT or use your document system tools to set appropriate access for project team members. Ensure sensitive folders (such as Contract and Financials) are restricted to the right roles.

Send the main folder link to the team with a short note explaining that this is the primary location for project files and that key documents should not be stored only on personal drives.

In the project management platform, create a new project using the closest standard template for this project type. Enter the job number, project name, and client information exactly as they appear in your ERP and folder structure.

Configure default settings such as currency, units (imperial/metric), time zone, and working days. Make sure these match what the team expects and what will be used in the schedule.

Turn on modules you will use (for example, RFI, Submittals, Change Events, Meeting Minutes, Daily Logs, Drawings, Specifications). Disable modules that are not needed to keep the project workspace clean.

Add the pre-construction manager, project manager, and superintendent (if known) to the project and assign appropriate permission levels. Confirm they can log in and see the project.

If your platform integrates with your document storage, set up connections or shortcuts to the main project folders so team members can jump between systems easily.

Create a short “How to Access Project in [Platform]” note with links and basic instructions, then share it with the project team as part of the setup announcement.

From the estimating team or cost control standards, obtain the list of cost codes you will use for this project. Confirm whether any project-specific codes are needed for unusual scopes.

Compare the final estimate to the cost code list and map each major cost category to one or more cost codes. Decide where you may want extra detail for tracking (for example, separate codes for specific alternates or high-risk scopes).

In the accounting system, add new cost codes for the job if needed or activate existing standard codes for this project. Ensure descriptions are clear and consistent with company standards.

Input the high-level budget amounts from the estimate into the ERP by cost code. At this stage, you can enter lump sums per code; detailed budget allocation will be handled in Budget Finalization.

Run a summary report to confirm that the sum of all cost code budgets plus fee and contingency equals the agreed contract value (or current expected contract value). Correct any data entry errors.

Once the cost code structure is stable, note how future changes will be handled (for example, via formal budget revisions). Inform the project manager and accounting contact that the budget shell is ready for refinement.

Gather names, companies, roles, phone numbers, and email addresses for the client, architect, engineer(s), major consultants, and internal team from the proposal and award documents.

List all internal roles on the project (pre-con manager, project manager, superintendent, estimator, safety, accounting contact). Confirm their best phone numbers and email addresses.

Create a simple spreadsheet or database table with columns for name, organization, role, discipline, phone, email, and notes. Populate it with all known contacts and mark which are “primary” for their organization.

In your email system, set up distribution lists such as “Project – Internal Team,” “Project – Client/Design Team,” and “Project – Full Stakeholders” using the contact list as a reference.

Save the contact list in the project folder (for example, under “Precon/Project Directory”) and, if your project management platform supports it, import or recreate the directory there as well.

Send a link to the contact list and a brief note explaining that it will be maintained as the master project directory. Ask team members to notify a designated person when contacts need to be added or updated.

In the project management platform or a spreadsheet, create a drawing log with fields for discipline, sheet number, title, revision, issue date, and status. If your platform can import from PDFs, prepare to upload the initial set.

Add the current contract drawing and specification sets into the log or document system, tagging them with their issue dates and noting which set was used for pricing.

Set up an RFI log with fields for RFI number, subject, discipline, date submitted, due date, responsible party, and status. Configure numbering rules if your platform supports automatic numbering.

Either import a submittal register from the specs (if your tool can do this) or create a template with fields for spec section, submittal item, responsible subcontractor, required/target dates, and status.

If your platform supports automated notifications for RFIs and submittals, test that they work as expected (for example, designer receives RFI when submitted, PM notified when a response is overdue).

Make it clear to the team that RFIs and submittals must be logged and tracked in this system, not just via email. Include this in the project setup summary you send to the team.

In your project management or field software, ensure that daily log and punchlist modules are enabled for the project. If not, turn them on using standard settings.

Configure daily log fields such as weather, manpower by trade, work performed, deliveries, inspections, safety issues, and visitor logs. Use your company’s standard daily report structure as a baseline.

Define punch categories (for example, architectural, MEP, site) and priority levels (for example, high, medium, low) so that punch items can be sorted and filtered later.

If your system supports it, set up basic photo categories or albums (for example, “Progress – Exterior,” “Progress – Interior,” “Existing Conditions”) to keep photos organized from day one.

Have the superintendent or a field engineer log into the system from a mobile device and confirm they can access the project, open daily logs, and upload photos.

Write a short note describing how often daily logs are expected, how punchlists will be used, and where photos should be uploaded. Share this with field leaders during early planning or kickoff.

In your project management platform or spreadsheet, create a log for potential changes with fields for description, origin (RFI, directive, etc.), cost impact, schedule impact, and status.

Locate or create the standard form you will use to present change pricing to the client. Make sure it includes project information, clear scope description, pricing summary, and backup sections.

Decide how you will number potential changes and change orders (for example, CE-001, CO-001). Configure your software to use these patterns if possible so numbering is automatic.

Coordinate with whoever owns the estimate/budget to ensure that change items can be tracked against appropriate cost codes and that approved changes will be reflected in budget revisions.

Walk through a sample change from potential event to formal change order in your system to ensure the workflow is clear and notifications go to the right people.

Summarize how changes will be captured and processed and who is responsible for logging new potential changes. Share this as part of the project setup communication to all involved in pre-con and PM.

Open a standard project setup checklist (or create one that lists items like job number, folders, PM platform, cost codes, contact list, logs, and change tools). Mark each item as complete or outstanding.

Verify that the project exists and is functional in accounting/ERP, project management platform, and shared storage. Log in to each system and open the project to confirm there are no access issues.

If some non-critical items remain (for example, extra folders you plan to add later), list them separately with realistic completion dates so they are not forgotten.

Write a brief summary stating which setup components are complete and which are still in progress. Keep it to a single page or a short email for easy reading.

Send the summary to the pre-construction lead, project manager, superintendent, and any other key stakeholders. Include links to key systems and folders so they can start using them immediately.

In your internal project tracking or checklist, mark “Project Setup” as complete and note the date. This signals that the team can proceed confidently into Budget Finalization, Schedule Development, and other pre-construction processes.