The tools behind the delivery
Templates I built and use to run projects and the program. The structure is real. All names, figures and project details are replaced with generic content.
Weekly status report
Sent every week to management. Fixed header, then five standard sections.
| Project | Project A | Report no. | 2026/xx |
|---|---|---|---|
| Type | Supply and installation | Period | Week xx |
| Site lead | Project manager | Completion | dd/mm/yyyy |
- Design: proposed layout for trial operation
- Execution: fiber blown on route A; microduct laid on route B
- Install PTZ cameras
- Mount enclosures on poles
- Start trenching on the next routes
- Third-party device testing still pending
- Road works by another authority ongoing
- Formal letter sent through the client
- Consultant meeting set before the committee visit
- RFQ sent to splicing subcontractors
- Administrative: none this week
- Technical: none this week
Project scope statement
The reference for change control, schedule updates and the risk register. Written once, updated at each contract supplement.
| # | Section | Purpose |
|---|---|---|
| 1 | Purpose and baseline documents | Contract, supplements, offers and designs, ranked by authority |
| 2 | Background and objective | What came before, what this contract adds |
| 3 | Sites and nodes | Every location, its devices and its status |
| 4 | Work breakdown structure | 12 elements, from PM and design to warranty |
| 5 | Deliverables and acceptance evidence | What proves each deliverable is done |
| 6 | Exclusions | What is explicitly not ours |
| 7 | Responsibilities | Each party and its obligations |
| 8 | Acceptance criteria and key terms | Staging, payment, penalties, warranty |
Standard project folder structure
One numbered structure for every project, so documents are always in the same place for PMs, engineers and the PMO. A script creates the full set in seconds, and an interactive guide explains what belongs in each folder.
- [00]Project DocumentsOffers, budget, schedule, scope, reports, correspondence, invoices, minutes, risks, contracts, change orders · 13 subfolders
- [01]Solution DesignArchitecture, technical proposal, compliance matrix · 4 subfolders
- [02]Camera / VSSDesign, BOQ, schedule, analytics, VMS and recording · 7 subfolders
- [03]NetworkFiber design and BOQ, IP design, throughput, wireless · 7 subfolders
- [04]ElectricalPower design, UPS sizing, grounding · 5 subfolders
- [05]Control Room and Data CenterLayout, racks, HVAC, MEP, fire, access · 7 subfolders
- [06]Civil and StructuralPoles, foundations, trenching, manholes · 6 subfolders
- [07]Site Survey and GISKMZ, photos, surveys, as-builts · 5 subfolders
- [08]Models and CADCAD, diagrams, 3D, templates · 5 subfolders
- [09]Reference LibraryDatasheets, manuals, standards · 4 subfolders
- [10]Tools and SoftwareLicences, scripts, configurations · 3 subfolders
- [11]Testing and CommissioningFAT, SAT, punch lists, handover · 6 subfolders
- [12]Submittals and ApprovalsRFIs, materials, shop drawings, approval log · 5 subfolders
- [95]Shared DesignsReusable across projects
- [98]TempWorking files, cleared periodically
- [99]ArchiveSuperseded and closed-out files
Risk and issue register
One register for risks (may happen) and issues (already happened). Score = probability × impact on a 1–5 scale; issues carry probability 5. Each entry is categorized, linked to related entries, owned and dated.
| ID | Type | Category | Description | P | I | Score | Response | Status | Linked |
|---|---|---|---|---|---|---|---|---|---|
| I-01 | Issue | Utilities | Power not yet delivered to part of the sites | 5 | 5 | 25 | Track per node weekly; client to escalate formally; log each day as external delay | Open | R-01 |
| I-02 | Issue | Subcontractor | Civil subcontractor progress below plan | 5 | 4 | 20 | Written short-term plan; daily site progress reporting | Open | R-02 |
| R-01 | Risk | Contract | Completion date passes before a formal extension is signed | 3 | 5 | 15 | Keep a delay-cause log with evidence; request a formal extension | Open | I-01 |
| R-02 | Risk | Commercial | Payment delays stop subcontractor works | 4 | 3 | 12 | Cash-flow forecast; prioritize collection of open invoices | Open | I-02 |
| R-03 | Risk | Design | Node IDs inconsistent across design files | 3 | 2 | 6 | Issue a unified design set | Open | – |
Program resource schedule
Monthly workbook that assigns every technician, day by day, across all running projects and maintenance contracts. Five linked views built on formulas: daily grid, projects and staff per week, daily team per project with headcount, calendar, and an assumptions and alerts log.
| Technician | Role | Sat | Sun | Mon | Tue | Wed | Thu | Fri |
|---|---|---|---|---|---|---|---|---|
| Tech 1 | Permanent | Prep | Project A | Project A | Project A | Project A | Project A | Off |
| Tech 2 | Rotating | – | Leave | Project B | Project B | Project B | Project B | Off |
| Tech 3 | Part-time | Maint. | ½ day | Maint. | ½ day | Maint. | ½ day | Off |
| Outsourced | Support | – | Maint. | Maint. | Maint. | Maint. | Maint. | Off |
| Headcount, Project A | 0 | 1 | 1 | 1 | 1 | 1 | – | |
- Friday off; Saturday by workload
- Half day counts as 0.5
- Assistants rotate at most two weeks per site
- Projects with no team assigned
- Sites short of the required headcount
- Staff working six days in a row
- Rotation rules broken