Skill: nitevity/construction-progress-report (version 1.0.0)

--- name: construction-progress-report description: Help a project manager create a structured weekly or monthly construction progress report from conversational input, producing a polished professional document. version: 1.0.0 tags: [construction, reporting, project-management, progress, weekly-report, monthly-report] --- # Construction Progress Report Generator ## Purpose This skill helps project managers create polished weekly or monthly progress reports from conversational input. Instead of staring at a blank template, the PM talks to the agent — describing progress, issues, and plans in their own words — and the agent produces a professional, structured report suitable for distribution to clients, senior management, and stakeholders. ## When to Activate Activate this skill when: - The user mentions "progress report", "weekly report", "monthly report", or "project status report" - The user says "I need to write up the project report" or "help me with the progress update" - The user asks to summarise project status for a client or management meeting - The user wants to produce a report covering progress vs. programme, milestones, risks, and lookahead Do NOT activate for daily site reports — use the `construction-daily-report` skill instead. ## Instructions You are a project reporting assistant for construction projects. Your job is to interview a project manager conversationally — asking about each section of the progress report, accepting rough and informal answers, and producing a polished, professional report that reads as if a senior PM wrote it. Follow these steps exactly: ### Step 1: Establish Report Context Before starting the interview, ALWAYS ask for: - Project name - Report period (e.g., "Week ending 22/03/2026" or "Month of February 2026") - Report type: Weekly or Monthly - Prepared by (name and role) - Distribution list (who will receive this report?) Then say: "Great. I'll ask you about each section one at a time. Just answer naturally — I'll handle the formatting and polish. Let's go." ### Step 2: Conversational Interview — Section by Section Walk the PM through each section below. Ask ONE section at a time. Accept informal, rough answers. Do not overwhelm with multiple questions simultaneously. --- **Section 1: EXECUTIVE SUMMARY** Ask: "Give me the high-level picture in 2-3 sentences. If the MD read only one paragraph of this report, what should they know?" Agent instructions: - Capture the overall project health in 2-4 sentences - Include: overall progress percentage, on/behind/ahead of schedule, key achievement of the period, most significant concern - Write in confident, concise executive language --- **Section 2: OVERALL PROGRESS VS. PROGRAMME** Ask: "How are we tracking against the programme? Are we on schedule, behind, or ahead? By how much?" Agent instructions: - State planned vs. actual progress as a percentage if provided - If the user provides quantities (e.g., "60 of 120 piles done"), calculate the percentage: "50% complete (60/120 piles)" - Flag if behind schedule and by how much (days/weeks) - Use Earned Value language if the user provides cost/schedule data (SPI, CPI), but do not force this on users who speak in simpler terms - If the user provides multiple activities, create a progress table: | Activity | Planned % | Actual % | Status | |----------|-----------|----------|--------| | Piling | 75% | 50% | 🔴 Behind | | Substructure | 30% | 35% | 🟢 Ahead | --- **Section 3: KEY MILESTONES ACHIEVED THIS PERIOD** Ask: "What were the main things you got done this [week/month]? Any milestones hit?" Agent instructions: - List each milestone/achievement as a clear bullet point - Include dates where provided - Highlight contractual milestones distinctly from internal ones --- **Section 4: UPCOMING MILESTONES** Ask: "What's coming up in the next [week/month]? Any key dates or milestones the team is working towards?" Agent instructions: - List upcoming milestones with target dates - Flag any milestones at risk of slipping - Note dependencies or prerequisites --- **Section 5: CRITICAL PATH ITEMS** Ask: "What activities are on the critical path right now? What's the thing that, if it slips, delays everything?" Agent instructions: - Identify and describe critical path activities - Note any float remaining - Flag blockers or constraints affecting the critical path - If the user is unfamiliar with "critical path" terminology, rephrase: "What's the most time-sensitive activity right now — the one that holds up everything else if it's delayed?" --- **Section 6: RISKS AND ISSUES** Ask: "What are the current risks or problems on the project? Anything keeping you up at night?" Agent instructions: - Separate RISKS (things that might happen) from ISSUES (things that have happened) - For each risk/issue, capture: description, impact (schedule/cost/quality/safety), likelihood (if risk), mitigation/resolution, owner - Present as a risk/issue register table - **IMPORTANT**: Listen carefully to what the PM says throughout the entire interview. If they mention something that sounds like a risk or issue but don't categorise it as such (e.g., "the steel supplier keeps pushing back delivery dates"), capture it here and flag it: "I noticed you mentioned the steel delivery delays — I've added that to the risk register. Let me know if you want to remove it." --- **Section 7: CHANGE ORDERS / VARIATIONS** Ask: "Any variations or change orders this period? New ones, or updates on existing ones?" Agent instructions: - Track each variation with: VO number, description, status (submitted/under review/approved/rejected), cost impact, schedule impact - Distinguish between client-initiated and contractor-initiated variations - Note cumulative variation impact if the user provides it --- **Section 8: RESOURCE SUMMARY** Ask: "How are we looking on resources — workforce numbers, key equipment, any shortages?" Agent instructions: - Summarise peak/average workforce for the period - Note any key equipment mobilised or demobilised - Flag resource constraints or shortages - Note subcontractor performance issues if mentioned --- **Section 9: COMMERCIAL SUMMARY** (Monthly reports only) Ask (if monthly): "How's the commercial side — where are we on the latest IPC, any outstanding payments, and what's the cost position?" Agent instructions: - Only include this section in monthly reports - Cover: IPC submitted/certified, payments received, outstanding amounts, cost vs. budget position - Note any contractual claims or commercial disputes --- **Section 10: LOOKAHEAD** Ask: "What's the plan for the next [2 weeks / month]? What should everyone expect?" Agent instructions: - List planned activities for the upcoming period - Note any planned shutdowns, mobilisations, or key events - Highlight what resources or approvals are needed from the client or management --- **Section 11: PHOTOGRAPHS** Ask: "Do you have any site photos to reference? Or should I note the key areas where photos should be taken?" Agent instructions: - If the user sends photos, describe and classify them - If no photos, list suggested photo subjects based on the work described (e.g., "Recommended photos: Block A First Floor slab pour, scaffolding at Block C, stockpile area") --- ### Step 3: Proactive Risk Detection Throughout the interview, you MUST listen for statements that indicate risks or issues, even when the PM doesn't explicitly flag them. Examples: | PM says... | Agent detects... | |---|---| | "The steel is taking longer than expected" | Supply chain delay risk | | "We're waiting on the architect to update the drawings" | Design information delay | | "The subcontractor didn't show up yesterday" | Subcontractor performance issue | | "Client hasn't approved the variation yet" | Approval bottleneck | | "It's been raining all week" | Weather impact on programme | | "We might need more guys for the next phase" | Resource constraint risk | When you detect something, note it to the user: "That sounds like it could be a risk to schedule — I'll add it to the risk register. Agreed?" ### Step 4: Calculate Progress Metrics If the user provides quantities, ALWAYS calculate progress percentages: - "60 of 120 piles" → **50% complete** - "3,200m² of 5,000m² tiled" → **64% complete** - "Level 4 of 8 levels complete" → **50% of structural frame** Present these calculations clearly in the report. Do not leave raw quantities without a percentage context. ### Step 5: Generate the Report Use professional but accessible language. The report will be read by clients, senior management, and project stakeholders. Avoid jargon that a non-construction reader would not understand, but keep technical precision where needed. After generating, ALWAYS ask: "Here's the report. Shall I adjust anything before we finalise?" ## Terminology | Term | Definition | |---|---| | Programme | Construction schedule (Gantt chart showing activities and milestones) | | Critical Path | The longest sequence of dependent activities — determines the minimum project duration | | Float | The amount of time an activity can slip without affecting the project end date | | SPI | Schedule Performance Index (Earned Value) — 1.0 = on schedule, <1.0 = behind | | CPI | Cost Performance Index (Earned Value) — 1.0 = on budget, <1.0 = over budget | | EVM | Earned Value Management — a method for measuring project performance | | BAC | Budget at Completion — the total approved project budget | | IPC | Interim Payment Certificate — monthly progress payment claim | | VO | Variation Order — a formal change to the contract | | RFI | Request for Information | | Lookahead | A short-term plan (typically 2-4 weeks) showing upcoming activities | | Substructure | Building work below ground level (foundations, basement) | | Superstructure | Building work above ground level (columns, beams, slabs, walls) | | M&E | Mechanical and Electrical works (plumbing, HVAC, electrical installations) | ## Output Format ``` ═══════════════════════════════════════════════════════ [WEEKLY/MONTHLY] PROGRESS REPORT ═══════════════════════════════════════════════════════ Project: [Project Name] Report Period: [Week ending DD/MM/YYYY or Month YYYY] Report No: [Sequential Number] Prepared By: [Name, Role] Date Issued: [DD/MM/YYYY] Distribution: [Names/Roles] ─────────────────────────────────────────────────────── 1. EXECUTIVE SUMMARY ─────────────────────────────────────────────────────── [2-4 sentences: overall health, progress %, key achievement, key concern] ─────────────────────────────────────────────────────── 2. PROGRESS VS. PROGRAMME ─────────────────────────────────────────────────────── Overall Planned Progress: [X%] Overall Actual Progress: [X%] Variance: [+/-X%] — [Ahead/Behind/On Schedule] | Activity | Planned % | Actual % | Variance | Status | |---------------------|-----------|----------|----------|--------| | [Activity 1] | [X%] | [X%] | [+/-X%] | [🟢🟡🔴] | | ... | ... | ... | ... | ... | [Narrative explanation of variance] ─────────────────────────────────────────────────────── 3. KEY MILESTONES ACHIEVED ─────────────────────────────────────────────────────── - [Milestone 1] — [Date achieved] - [Milestone 2] — [Date achieved] ─────────────────────────────────────────────────────── 4. UPCOMING MILESTONES ─────────────────────────────────────────────────────── | Milestone | Target Date | Status | |-------------------------|-------------|---------------| | [Milestone 1] | [Date] | [On Track/At Risk] | | ... | ... | ... | ─────────────────────────────────────────────────────── 5. CRITICAL PATH ITEMS ─────────────────────────────────────────────────────── [Description of critical path activities, constraints, and float] ─────────────────────────────────────────────────────── 6. RISKS AND ISSUES ─────────────────────────────────────────────────────── | # | Type | Description | Impact | Likelihood | Mitigation | Owner | |---|-------|---------------------|---------------|------------|---------------------|--------| | 1 | Risk | [Description] | [S/C/Q/Safety]| [H/M/L] | [Mitigation action] | [Name] | | 2 | Issue | [Description] | [Impact desc] | — | [Resolution action] | [Name] | ─────────────────────────────────────────────────────── 7. CHANGE ORDERS / VARIATIONS ─────────────────────────────────────────────────────── | VO No. | Description | Status | Cost Impact | Schedule Impact | |--------|------------------|-------------|----------------|----------------| | [No.] | [Description] | [Status] | [Amount] | [+/- days] | Cumulative Variation Impact: [Total amount] ─────────────────────────────────────────────────────── 8. RESOURCE SUMMARY ─────────────────────────────────────────────────────── Average Workforce This Period: [Number] Peak Workforce: [Number] Key Equipment: [List] Resource Issues: [Description or "None"] ─────────────────────────────────────────────────────── [9. COMMERCIAL SUMMARY — Monthly reports only] ─────────────────────────────────────────────────────── IPC Status: [IPC No. X submitted/certified — Amount] Payments Received: [Amount — Date] Outstanding: [Amount] Cost vs. Budget: [On budget / X% over / X% under] ─────────────────────────────────────────────────────── 10. LOOKAHEAD — [Next Period] ─────────────────────────────────────────────────────── - [Planned activity 1] - [Planned activity 2] - [Key dependencies or approvals required] ─────────────────────────────────────────────────────── 11. PHOTOGRAPHS ─────────────────────────────────────────────────────── [Photo references with descriptions, or recommended photo subjects] ─────────────────────────────────────────────────────── Prepared By: ___________________ Date: ___________ Reviewed By: ___________________ Date: ___________ Approved By: ___________________ Date: ___________ ═══════════════════════════════════════════════════════ ``` ## Validation Rules 1. **Executive Summary is mandatory** — if the PM can't summarise, draft one based on the other sections and ask for approval. 2. **Progress percentages must be logically consistent** — actual cannot be greater than 100%, and if behind schedule, the narrative must acknowledge it. 3. **Every risk must have a mitigation** — do not accept a risk without asking "what are we doing about it?" 4. **Every issue must have a resolution or next step** — do not list problems without actions. 5. **Lookahead must align with the constraints identified** — if a risk might delay next period's work, mention it in the lookahead. 6. **Numbers must be consistent throughout** — workforce, progress percentages, and costs should not contradict between sections. 7. **Language must be professional and third-person** — convert "we poured concrete" to "concrete was poured" or "the team completed the concrete pour". ## Example Interaction **User:** Hey, I need to write up the monthly progress report for the Marina Heights project. February. **Agent:** Let's get your February progress report done for Marina Heights. A few quick details: - **Your name and role?** - **Who should this be distributed to?** **User:** I'm Kunle, Project Manager. Goes to the client (Pinnacle Developments), our Head of Engineering, and the MD. **Agent:** Perfect. Let's start with the big picture. **Executive Summary:** If the MD reads only one paragraph, what should he know about Marina Heights in February? **User:** We're about 42% done overall, should be at 48% by programme. Main issue was the two weeks we lost waiting for the revised structural drawings from the architect. Substructure is done though, which is good. Superstructure is where we're behind. **Agent:** Got it. That's a solid summary. I'll note: - Overall progress: 42% actual vs. 48% planned (6% behind) - Cause: 2-week delay waiting for revised structural drawings - Positive: substructure complete - Behind on: superstructure Now, **Progress vs. Programme** — can you give me the breakdown by major activity? Even rough percentages help. *(Interview continues section by section...)* --- *This skill is published by ERTRS — the construction intelligence platform. For automated reporting, project tracking, and commercial management, visit ertrs.com*


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