Schedule risk, forecasts and change tracking across every active project, reviewed by your director of project controls.
A project controls group at a general contractor or construction manager maintains schedules in Primavera P6 or Microsoft Project, cost in the ERP, changes in the project management platform and forecasts in spreadsheets. Before each monthly review someone assembles these into a portfolio view, and by then some figures may already be stale.
The agents PRESWERX builds read the schedule updates, the committed cost and the pending change log on each project, compare them with the baseline and the last forecast, and flag where a path is eroding or cost-to-complete is moving. They draft the narrative. Project controls and the project executive decide what is reported.
Leadership sees problems while there is still time to act, and every project team reports in the same format.
Under IT's permissions, the agent reads scheduling files, the ERP and the project management platform, so the three are compared instead of reported separately.
It compares each update with the baseline and the forecast, drafts the narrative and flags erosion, unreported changes and figures that disagree between systems.
The director of project controls and the project executive approve what reaches owners and leadership, and the record carries into the next period.
On a hospitality project delivered under a lump sum contract, the agent reads each monthly schedule update against the baseline, flags logic changes and activities that moved without explanation, and drafts questions for the scheduler. The project controls manager decides which ones go back to the superintendent.
For a distribution center under a CM at-risk agreement, the agent drafts the lookahead and ties each activity to the status of its submittals, RFIs and long-lead equipment. The superintendent and the project manager confirm it before it goes to trade partners.
On a design-build research laboratory, the agent combines committed cost, pending changes and the current schedule into a draft cost-to-complete, and shows where the forecast moved since the last review and why. The project executive and the controller review it before it enters the portfolio report.
Before the operations review, a company's controls group has agents prepare a summary across active transit and civic projects in several regions: projects trending late, open exposures and pending changes beyond approval limits. The VP of operations walks the list and decides where to intervene.
It works with the schedule files and platforms your controls group maintains, such as Primavera P6 or Microsoft Project, together with the ERP and a project management platform such as Procore or Autodesk Construction Cloud. Each connection is approved through your IT and security review.
We go through data terms, permissions and storage with your IT lead before any connection is made. The agent reads only what its task needs, and every draft records the sources it used.
Your director of project controls and the project executive decide what is reported. The agent compares and drafts, and a person confirms the cost-to-complete, the risk call and every statement an owner will read.
Yes, because each project's agent reports in the same structure. The portfolio view shows status, forecast and exposure by project, region and business unit, while each project team keeps its own detail.
A controls group in one region or business unit usually goes first, on the reports it already prepares. Once its reviewers trust the output, the same design extends to other regions and to the portfolio view.
No. Schedulers build the logic, judge the risk and defend the schedule with the project team. The agent compares updates, assembles figures and drafts the narrative, so their effort goes into analysis.