Program-wide library
Additional References
The program glossary, and every tool, template, guide, and one page reference in one place.
Resources follow the five phases of the Grace project lifecycle. Underlined terms on every page open the glossary definition.Glossary
262 terms used across the program
Each term is defined the way Grace and the program use it. On every course page, a term with a dotted underline opens the same definition. Click or tap it.
A
- A3
- QualityA one page project summary named for the paper size. It shows current condition, target, gap, solution, and lessons learned. The Storyteller starts it at project start and completes it at closeout. Module 4 →
- ACC Forma
- SystemsThe Autodesk project space for the BIM environment. The project manager and Storyteller request it after the project number is assigned and add each team member and consultant. Module 11 →
- Accountable Owner
- Program frameworkThe standard archetype for every Grace project manager. This person answers for the whole project result. The project manager owns the decisions and the gaps between disciplines. Module 1 →
- Accounts receivable (AR)
- FinanceWork billed and not yet paid by the client. The project manager watches the age of each invoice and helps collect it. Module 3 →
- Addendum
- Construction administrationA formal change to the bid documents, issued before bids are due. To correct an addendum in Centerline, issue another addendum. Centerline Session →
- Additional service
- ChangeWork outside what the agreement includes. Grace does it as hourly time and materials work or under a signed amendment, and the client chooses the path. Module 10 →
- Additional Service Request
- ChangeA client request that takes scope, schedule, or coordination past what the agreement includes. The project manager makes the cost visible early, then lets the client decide. Module 10 →
- Aged Unbilled
- FinanceEarned work that is still off an invoice more than 30 days after it became billable. BST groups it in bands of 31 to 60, 61 to 90, 91 to 120, and over 120 days. BST Session 2 →
- 3, 2, 1 agenda clock
- CommunicationThe timeline for the kickoff agenda. Send the draft 3 business days before. Get additions back 2 days before. Send the final agenda 1 day before. Module 7 →
- Aging buckets
- FinanceAge bands, in days, for unbilled work or unpaid invoices: 0 to 30, 31 to 60, 61 to 90, and over 90. Each band starts a defined collection action. Module 3 →
- The agreement question
- ChangeDoes the agreement already include this? Answer it before you say any number, including no charge. If the contract is unclear, take it to the PIC. Module 10 →
- AHJ
- ContractingAuthority Having Jurisdiction: the public agency that reviews and approves permit documents for a project. Module 4 →
- AIA
- ContractingThe American Institute of Architects, and its standard contract forms. B forms are owner and architect agreements. C forms are consultant agreements. Grace keeps its own modified versions. Module 4 →
- AIA instruments
- Construction administrationStandard AIA forms used in construction, such as the ASI, change order, construction change directive, and certificate of Substantial Completion. Centerline Session →
- AOR Backcheck
- QualityA document that points the Architect of Record to project collateral for spot checks before signing and sealing the drawings. Module 4 →
- AR escalation ladder
- FinanceGrace's sequence for unpaid invoices, from the first monthly statement to Executive Leadership review at 120 days. Each day count names who acts and what they do. Module 3 →
- Archetype Lens
- Program frameworkFour patterns of project manager behavior under pressure: Competent Coordinator, Obsessed Designer, People Pleaser, and Accountable Owner. Three are capable people with one blind spot. The fourth is the standard. Module 1 →
- Architect of Record (AOR)
- RoleThe licensed architect who reviews the Quality Control Form, checks the drawings, and signs and seals them. The signature and seal confirm that the set is ready to issue. Module 11 →
- Architect's Supplemental Instructions (ASI)
- Construction administrationInstructions the architect issues for minor changes or clarifications that do not change the contract sum or time. The team conforms each ASI into the published set. Admin Map →
- Archive zip
- CloseoutThe request that formally closes a project in Centerline. The admin team zips every Centerline file, saves it to the project folder, and archives the project. Centerline Session →
- As-builts
- CloseoutDrawings that show the project as the contractor built it. The contractor provides them at closeout. Admin Map →
- Assigned Centerline responder
- RoleThe person who processes RFIs in Centerline in about 3 business days. The responder sends each RFI to the consultants and reviews it for cost and contract impact. Centerline Session →
B
- Back check
- QualityA second check that confirms each red line correction is in the drawings. A blank back check row on the Quality Control Form means the corrections are unconfirmed. Module 11 →
- Backlog
- FinanceWork won and not yet done. It is the first stage of the fee to cash pipeline. It cannot pay a salary until it becomes cash. Module 3 →
- Basic Services
- ContractingThe work the agreement already includes for the original fee. A request inside Basic Services goes in the Change Log as Approved at $0. Module 10 →
- The 3 beliefs
- Program frameworkWhat a client believes after a good kickoff. I chose the right team. They understand me. They have a clear plan to achieve my vision of success. Module 7 →
- Bid tabulation
- Construction administrationA table that compares the bids received, line by line, after bid opening. It supports the contractor recommendation to the client. Onsite #1 →
- Bills inquiry
- SystemsThe BST screen that lists your bills and prebills. Use it to open and review each monthly prebill. BST Session 2 →
- BIM QA
- QualityQuality assurance prompts and checks run on the building information model. Module 4 →
- BIM Quality Control Checklist
- QualityThe checklist the QC Reviewer uses to review the drawing set. It lives on Milo. Module 11 →
- Biweekly Work Plan
- PlanningA rolling plan for the next two weeks that each discipline keeps between milestones. Each week, drop the finished week, confirm the next, and add one new week. Module 5 →
- Bluebeam
- SystemsThe PDF markup software Grace uses for drawing review. Bluebeam holds the QC archive, and teams build the conformed set in it. Module 11 →
- Break-even hour
- FinanceThe full cost of one hour of work before profit: the wage times the 2.75 cost multiplier. A $40 wage gives a $110 hour. Module 2 →
- BST (BST11)
- SystemsGrace's project accounting and resource management system, and the financial system of record. Project managers use it to set budgets and staff, review prebills, and read project health. Module 2 →
- Budget Effort
- FinanceThe BST name for the contract fee of a phase or task. On Oakhaven DD the Budget Effort is $280,000. Module 9 →
- Business Development (BD)
- RoleThe Grace group that finds and scores opportunities and builds proposals. It works with the Principal in Charge on each pursuit decision. Module 4 →
C
- Cadence
- CommunicationHow often the team meets. A fixed cadence gives too much contact when work is slow and too little at the peak. Reset the cadence at each phase boundary. Module 6 →
- Capstone
- Program frameworkOnsite #2, the live closing session of the program. It runs one day in each of five offices. Participants apply the full program to real Grace project cases. Onsite #2 →
- Capture plan
- ContractingA plan to win a specific opportunity, made before the RFQ or RFP comes out. A completed capture plan earns full points for preparedness on the scoring chart. Module 4 →
- Centerline
- SystemsGrace's project platform and system of record for the project story. It holds the lifecycle document, progress reports, A3, RFIs, submittals, the published set, and the project archive. Centerline Session →
- Certificate of Insurance (COI)
- ContractingProof that a consultant has current insurance. Accounting files it on the COI tracker. No consultant gets payment without a current COI on file. Module 4 →
- Change chain
- Construction administrationThe sequence for a field change: field condition, RFI, then clarification or ASI. A proposal request follows if cost or time changes. It ends in a change order or a construction change directive. Centerline Session →
- Change conversation
- ChangeThe discussion with the client about how changes get handled. The project manager starts it at kickoff, while nothing is at stake. Module 7 →
- Change Log
- ChangeA record of every change request, opened on the first day of the project. Each entry has a date, description, reason, estimated cost, impact, and status: Approved, Declined, or Watched. Module 10 →
- Change order
- Construction administrationA formal agreement to change the scope, cost, or time of the construction contract. The owner, contractor, and architect sign it on AIA G701. Admin Map →
- Channel count
- CommunicationThe number of open communication channels between parties: n times (n minus 1), divided by 2. Six parties have 15 channels. Routing through discipline leads cuts the count to about n minus 1. Module 6 →
- Client decision point
- CommunicationAny task that cannot start until the client makes a choice. It needs a request on the request by date and a meeting that closes the decision. Module 6 →
- Closeout
- CloseoutThe last project phase. The team confirms completion, collects client feedback, and records lessons learned. The project manager resolves receivables, archives the record, and requests the archive zip. Module 12 →
- CMAR
- ContractingConstruction Manager at Risk. A delivery method where a construction manager joins during design and carries the risk of the construction cost. Module 7 →
- Code Red
- ContractingThe escalation path for a real contract emergency: a client deadline in 3 business days or less, or a material legal risk. Late planning by the project team does not qualify. Module 4 →
- Communication debt
- CommunicationCoordination the work plan requires and the calendar never scheduled. Count the dependencies that cross a discipline, then subtract those with a working session. The rest comes back as rework. Module 6 →
- Communication plan
- CommunicationA plan that sets when the team talks, who talks to whom, and what each conversation produces. It comes from the work plan and goes on the table at kickoff. Module 6 →
- Competent Coordinator
- Program frameworkAn archetype that documents everything and waits for the next meeting. The open decision stays open. The correct behavior is to log the issue, then drive the decision to resolution. Module 1 →
- Conformed set
- Construction administrationThe published drawing set updated with each issued ASI and change order. It keeps the set on Centerline the same as the set the contractor builds from. Centerline Session →
- Consequential damages
- ContractingIndirect losses that do not come directly from Grace's work, such as lost profits, delays, and business interruption. Grace asks for a mutual waiver of these damages. Module 4 →
- Construction Administration (CA)
- Design phasesThe phase when the contractor builds the project. The architect answers RFIs, reviews submittals and pay applications, and issues ASIs and change documents. Admin Map →
- Construction Change Directive (CCD)
- Construction administrationA written order that directs a change before the owner and contractor agree on cost or time. Work proceeds while the price is settled. AIA G714 is the form. Admin Map →
- Construction Documents (CD)
- Design phasesThe design phase that produces the drawings and specifications for permit and construction. At the end of CD, a QC Reviewer from outside the team and office reviews the set. Module 11 →
- Contract Team
- RoleThe Grace group that does the legal work of contracting. It selects templates, reviews and negotiates client contracts, sends contracts for signature, and files each signed contract. Module 4 →
- Controlled, Predictable Delivery
- Program frameworkTarget outcome 2. The project manager manages budgets, schedules, program, and staff. Work advances at a steady pace, and the team finds variances early. Onsite #1 →
- Controlling Advancement
- Program frameworkThe second core behavior. The project manager manages budget, schedule, program, and staff. Work advances only on settled decisions. Module 1 →
- Coordination milestone
- CommunicationA point where two or more disciplines must exchange information to keep the work moving. It needs a working session. Module 6 →
- Cost budget
- FinanceThe total the plan may spend on labor: the phase fee minus the target profit. On Oakhaven DD, a $280,000 fee at 20% profit gives a $224,000 cost budget. Module 5 →
- Cost multiplier
- FinanceThe factor that converts a wage into the full cost of an hour. Grace uses 2.75: the wage plus a 1.75 overhead factor. Module 2 →
- Critical path
- PlanningThe one chain of dependent tasks or handoffs that sets how fast a phase can move. A delay on this chain delays the milestone. Module 5 →
D
- Days to cash
- FinanceUnbilled Days plus Receivable Days. It is the full time from finished work to cash, and the best single measure of billing and collection practice on a project. Module 3 →
- Debriefing
- CloseoutA structured team review at the end of each phase and at closeout. The team reads the records, answers five questions, and ends with an action, an owner and a date. Module 12 →
- Decide by date
- CommunicationThe date the client must decide, set by the start of the task that waits on the decision. Always plan the request by date with it. Module 6 →
- Decision latency
- CommunicationHow long a client takes to answer a major decision. Measure the last three comparable decisions and plan on the longest, rounded up to whole weeks. Module 6 →
- Decision Log
- CommunicationThe project record of each decision the team or the client makes. The project manager updates it on the same day. Module 7 →
- Defined Scope & Aligned Commitments
- Program frameworkTarget outcome 1. Scope, fee, schedule, and contract are settled before work starts. Everyone agrees what the team delivers and where the work stops. Onsite #1 →
- Design Development (DD)
- Design phasesThe second design phase. The team develops the approved concept and coordinates the disciplines. On Oakhaven, DD carries a $280,000 fee. Module 11 →
- Design Team Report
- QualityThe section below the review grid on the Quality Control Form. Its Areas Under Development field lists items that cannot close in the phase, so the QC Reviewer and the Architect of Record see them before issue. Module 11 →
- Developed Teams & Collaborative Leadership
- Program frameworkTarget outcome 5. The project manager leads the workflow, uses subject matter experts, and grows the ability of others. The team gets stronger on each project. Onsite #1 →
- Direct labor
- FinanceThe wages of staff for billable project work. It takes about 30 cents of each net revenue dollar. Module 2 →
- Discovery Question Set
- PlanningSix questions a project manager asks the client: intended outcome, people served, what to protect, trade offs, stakeholders, and how often the client wants updates. Module 4 →
- Duty to defend
- ContractingAn obligation to pay the legal defense of another party before fault is decided. Insurance often does not cover it, so Grace removes it. Module 4 →
E
- Earned value
- FinanceThe percent of the work truly finished times the fee. It measures finished work, and BST shows it in the Revenue column. Module 2 →
- Earned Value Plan
- PlanningA plan of how much of the fee the team should earn by each week. It gives each deliverable a share of the fee and spreads that share across the scheduled weeks. Module 5 →
- Effort
- FinanceWhat the hours charged to a phase cost Grace to date. BST values each hour at the average direct labor rate for the role times a uniform overhead ratio, with little or no profit. Compare it with Revenue. Module 9 →
- Effort At Completion
- FinanceThe BST value, also shown as EAC, that the system uses to recognize revenue. The Project Accountant updates it from Estimated Effort when the two differ by a large amount. Module 9 →
- Effort curve
- CommunicationThe shape of effort across a phase: slow while decisions are made, highest in the middle, lower during review. Coordination follows it. On Oakhaven DD, effort peaks in Week 9. Module 6 →
- Effort Percent Complete
- FinanceThe BST value of Effort to date divided by Budget Effort. It measures money spent. Use Percent complete to measure work done. Module 9 →
- Effort Performance Index (EPI)
- FinanceRevenue divided by Effort. A value of 1.0 is break even. The plan is 1.25 at a 20% profit goal. Below 1.0, the team spends faster than it earns. Module 9 →
- Effort Projection
- FinanceThe planned dollar value of the work, entered before work starts. On a fixed fee it is the fee. On hourly work the project manager builds it, or Variance has no meaning. Module 2 →
- Effort Remaining
- FinanceBudget Effort minus Effort to date. It shows the fee that is left. If the team spends all of it, the phase earns no profit. Module 9 →
- Escalation ladder
- CommunicationThe four levels that resolve a project issue: team, project manager, Principal in Charge, and client. Escalate when an issue affects scope, schedule, or fee, or when a request by date has passed. Module 6 →
- Establishing Clarity
- Program frameworkThe first core behavior. The project manager settles scope, fee, plan, contract, and the client decision maker before the work advances. Nothing advances on an assumption. Module 1 →
- Estimate at completion
- FinanceThe projected total cost of a phase when it is done: spend to date plus the cost of the remaining work. A fast check is spend divided by percent truly complete. Module 2 →
- Estimated Effort
- FinanceEstimated Hours times the rate. It is the total effort the phase will use by the end, and it is the project manager's working forecast. Module 9 →
- Estimated Hours
- FinanceEach person's hours to date plus their hours to finish, estimated with the team. Update them before you read any other number on the dashboard. Module 9 →
- The 4 expectations
- ExecutionFour things to agree before a task starts. They are the work and its owner, the due date, the allowed effort, and the portion of the work it represents. Module 8 →
- Experience Expectations
- PlanningWhat the client must feel during the project. On Oakhaven, the Owner's Representative must have no surprises at her City Council briefing. Module 4 →
- Experience Point
- Program frameworkA designed moment in the kickoff that visibly serves something the client said. It traces to a client sentence and sits on the agenda in advance. Module 7 →
- External kickoff
- CommunicationThe second kickoff meeting, held with the client and the Grace team. It builds client confidence and leaves the client with the 3 beliefs. Module 7 →
F
- Fee-to-cash pipeline
- FinanceThe four stages money passes through: Backlog, WIP, Receivables, and Cash. Only cash pays a salary. The project manager controls how fast money goes from stage to stage. Module 3 →
- Field report
- Construction administrationA written record of a site visit during construction. It notes progress, conditions, and issues. Admin Map →
- The 7 fields
- PlanningThe seven parts of each PM Plan entry: Priority, PM Action, People, Date and time, Communication, Project Control, and Closure. An empty field means the entry is not finished. Module 8 →
- Final Completion
- CloseoutThe stage when all punch list work is done. The project manager reviews the closeout documents, then recommends final payment. Admin Map →
- Five conversations
- CommunicationThe conversations that carry a design phase: giving direction, monitoring progress, evaluating work, client communication, and maintaining updates. Each one produces one specific output. Module 6 →
- Five readers
- PlanningThe five audiences a plan must serve: the team, the client, the project manager, the reviewer, and the firm. A plan is finished when each one finds its answer. Module 5 →
- Five step change model
- ChangeEducate the client, track requests, set review periods, agree on additional services, and document and share. Steps 1 to 4 are set at kickoff. Step 5 runs on every request. Module 10 →
- Five target outcomes
- Program frameworkThe five results of a successful Grace project. They are defined scope and aligned commitments, controlled and predictable delivery, protected design and technical integrity, sustained financial health, and developed teams. Onsite #1 →
- The float
- FinanceMoney Grace has earned and paid salaries against and has not yet received. On Oakhaven it is about $230k to $350k at all times. It is an interest free loan to the client. Module 3 →
- Floor and finish line
- PlanningThe floor is the signed scope, the minimum Grace must deliver. The finish line is the client's real definition of success, usually higher and seldom written. Discovery finds the distance between them. Module 4 →
- Four Friday questions
- ExecutionWhat matters most? Who needs something from me? What should already be underway? What am I avoiding? Module 8 →
- Four item package
- ChangeThe four facts to assemble before you give any number. They are what is outside the agreement, the effect on work in progress, the time estimate, and the added coordination. Module 10 →
- Four line comparison
- ExecutionA weekly comparison of the project against the plan on four lines: work, time, effort, and fee earned. Each difference is a gap that the project manager routes. Module 8 →
- Four part conversation
- ChangeThe sequence for a large change request: acknowledge, check, return, choose. The last part lets the client choose how Grace proceeds. Module 10 →
- Four part recommendation
- ExecutionThe format for taking an off track phase to the PIC: the situation, the options, your recommendation, and the first action. Module 9 →
- Friday routine
- ExecutionA 30 minute weekly review the project manager runs each Friday in 5 steps. The first two steps compare the week to the plan. The last three build next week. Module 8 →
G
- Gap route
- ExecutionThree choices for each gap. With no gap, continue. A gap you can close becomes a Priority next week. A gap beyond your authority goes up now. Module 8 →
- Go/No-Go
- ContractingThe review that decides if Grace pursues an opportunity. The PIC and Business Development score relationship, preparedness, and qualifications and timing. A score of 10 to 12 is Go. Below 7 is No Go. Module 4 →
H
- Hard resource
- PlanningStep 6 of the plan. Assign the hours of each role to named people, week by week, and confirm they are available. It tests if the roster can deliver the plan. Module 5 →
- 24 hour close
- CommunicationThe two actions that close a kickoff. Update the Decision Log the same day. Send a written recap of decisions, actions, owners, due dates, and open items within 24 hours. Module 7 →
- Hours Remaining
- FinanceEstimated Hours minus hours to date minus hours scheduled to finish. It stays at zero when the team works to the schedule. Below zero, the team charges hours faster than scheduled. Module 9 →
I
- Indemnification
- ContractingA promise to cover the losses of another party from certain claims. Grace limits it to its own negligence. Module 4 →
- Instruments of Service
- ContractingThe drawings, models, specifications, and other design documents Grace creates. Grace gives the client a license to use them and keeps the ownership. Module 4 →
- Internal kickoff
- CommunicationThe first of two kickoff meetings, held with the Grace team and consultants before the client meeting. It aligns the team so it tells the client one story. Module 7 →
K
- Kickoff ground rules
- CommunicationSix rules the team agrees to at the end of the internal kickoff. The team speaks from one agreed position, and nobody commits scope, schedule, or fee before the impact is known. Module 7 →
L
- Labor demand table
- PlanningA table of hours for each role, week by week, taken from the Earned Value Plan. A cell above 40 hours shows a week where one role needs more than one person. Module 5 →
- Lead vs. Verify
- Design phasesThe split of Construction Administration work. The project manager leads the calls that need judgment. The admin team prepares the process steps, and the project manager verifies them. Admin Map →
- Lien waiver
- CloseoutA signed release from a contractor or supplier for work that has been paid. The project manager confirms them before final payment. Admin Map →
- Lifecycle document
- SystemsThe Centerline record of a project from setup through closeout. It has eight question sets. The project manager answers the first five, and the Storyteller gathers the last three. Module 4 →
- Lifecycle Map
- Program frameworkThe Onsite #1 reference board. Five project phases run across the top and three streams run down the side. It has three views: Leadership Outcomes, PM Responsibilities, and the Project Manager Playbook. Onsite #1 →
- Limitation of Liability (LOL)
- ContractingA cap on the total amount Grace can be held responsible for, even when negligence is proven. Grace asks for a cap at the fee, then $1,000,000, then insurance proceeds. Module 4 →
- Logic-Based Planning (LBP)
- PlanningA planning method that sequences design work by the flow of information between disciplines. It runs from phase milestones down to the work of the current week. Module 5 →
M
- Margin
- FinanceThe share of the fee that stays as profit. Grace targets 15 to 20%. To set a fee, divide the cost by one minus the target margin. Module 2 →
- Margin floor
- FinanceThe lowest acceptable profit for a phase, set in the plan. The examples use 15%. A forecast profit below it makes the phase off track. Module 9 →
- Margin Gap
- FinanceThe amount by which effort runs ahead of earned value. Margin leaves the project through this gap, even when the budget report reads green. Module 2 →
- Marketing Folder
- SystemsThe pursuit record in the project directory: the RFQ, capture plan, proposal, and budget. A project manager reads it first to learn what was promised in the pursuit. Module 4 →
- Markup
- FinanceA percentage added to cost. A 20% markup gives about 16.7% margin. Use margin to price a fee. Module 2 →
- Master Service Agreement (MSA)
- ContractingA standing agreement with a consultant. With an MSA in place, Grace issues a short task order for each new piece of work. Module 4 →
- Milo
- SystemsGrace's internal portal for requests, forms, and process guides. It is the single entry point for contract requests and holds the QC forms, BST guides, and Centerline forms. Module 4 →
- Monday.com
- SystemsThe Grace tracking platform. The Legal Requests board shows contract status and priority. The COI tracker controls consultant payments. The CRM logs each pursuit. Module 4 →
- Monthly review
- ExecutionThe 8 step review the project manager runs on each phase every month before the prebill. Steps 1 to 5 find the position and forecast. Steps 6 to 8 bill, collect, and plan. Module 9 →
- Multiplier
- FinanceThe factor applied to raw labor cost to set a billing rate that covers overhead and profit. Grace has a 2.75 cost multiplier and targets a net multiplier of 3.23 to 3.44. Onsite #1 →
N
- Net labor multiplier (NLM)
- FinanceNet revenue divided by direct labor. It shows how many revenue dollars each wage dollar earns. Grace targets 3.23 to 3.44. Module 2 →
- Net service revenue
- FinanceThe part of the fee Grace earns with its own staff, after consultant, travel, and printing costs. On Oakhaven it is $1.4M of the $2.8M fee. The project manager manages this number. Module 2 →
- Notice to Proceed (NTP)
- Construction administrationThe owner's written notice that tells the contractor to start work. Centerline calculates the scheduled end date from it. Admin Map →
O
- O&M manuals
- CloseoutOperation and maintenance manuals. The contractor gives them to the owner at closeout so the owner can run and maintain the building. Module 12 →
- Obsessed Designer
- Program frameworkAn archetype that pursues the best possible design. This person refines past the scope the fee bought and keeps costly staff on production. The correct behavior is to define done by the scope. Module 1 →
- OPCC
- FinanceOpinion of Probable Construction Cost: the estimate of what the building costs to construct. It is the Owner's money. Carry it as a range, disclaim it in writing, and reconcile it at each phase review. Module 2 →
- Overhead
- FinanceFirm costs that Grace cannot invoice to a client, such as proposals, management, rent, software, and insurance. Overhead takes about 50 cents of each net revenue dollar. Module 2 →
- Own, Discover, Plan, Kickoff
- PlanningThe startup sequence. Own the inherited project, discover what the client needs, plan the work, then hold the kickoff. Module 4 →
P
- Pass-through
- FinanceIn a contract, a payment method where the owner pays a consultant directly, outside Grace. In project finance, the term covers consultant, travel, and printing costs that Grace does not keep as net revenue. Module 4 →
- Pay application
- FinanceThe contractor's monthly request for payment, on AIA G702 and G703. The project manager reviews actual progress and certifies the amount due. Admin Map →
- Pay-when-paid
- FinanceA contract term where Grace pays a consultant only after the client pays Grace. The Grace billing rhythm then sets the cash flow of the consultant. Module 3 →
- Peer review
- QualityA review by a qualified reviewer from outside the firm. A review by someone inside Grace is a Quality Review. Module 11 →
- People Pleaser
- Program frameworkAn archetype that keeps the client comfortable in the moment. This person says yes, softens bad news, and absorbs changes. The correct behavior is to name each change early, price it, and offer a clear choice. Module 1 →
- Percent complete
- FinanceThe portion of the phase work that is done. In the monthly review it equals Effort to date divided by Estimated Effort. Revenue, the invoice, and the forecast come from it. Module 9 →
- Performance Expectations
- PlanningWhat the project must achieve: a measurable, technical result that the client defines. On Oakhaven, the 911 dispatch center must stay in operation during cutover. Module 4 →
- Phase Roadmaps
- PlanningGrace documents that set what each phase must finish and deliver. They are the tool for Step 1, the scope boundary. Module 5 →
- PM dashboard
- SystemsThe BST Project and Resource Management screen, on the My Projects Review tab. It shows hours, the resource schedule, receivables, and unbilled effort, and every project inquiry opens from it. Module 9 →
- PM Excellence Scorecard
- Program frameworkHow Grace reinforces the standard after the kickoff. It scores the five target outcomes on each project. Onsite #1 →
- PM Plan
- PlanningThe plan for the project manager's own leadership and management actions. Each entry has 7 fields and a time on the calendar. It sits beside the Project Plan. Module 8 →
- PM Planner
- ExecutionThe Module 8 practice tool that runs the Friday routine on one page. It takes about 30 minutes and prints next week on 2 sheets. Module 8 →
- PM Speed Zone
- FinanceThe step where finished work becomes a sent invoice, from WIP to receivables. The project manager controls it almost fully through the prebill review and timely invoices. Module 3 →
- Position and forecast
- ExecutionThe two results of monthly review steps 1 to 5. Position is where the phase is now. Forecast is how it will finish, from Estimated Effort against the target effort. Module 9 →
- Practice Leader
- RoleThe leader of a market practice. The Practice Leader reviews close pursuit scores and helps the project manager when a client invoice passes 90 days unpaid. Module 4 →
- PRAISES
- QualityThe capture of product, process, and detail innovations worth sharing across the firm. Module 4 →
- Pre Design (PD)
- Design phasesThe phase before Schematic Design. The project manager requests the project number and sets up the project, and the schedule gets QA/QC dates for each phase. Module 11 →
- Pre-bill
- FinanceThe monthly draft invoice for each project. It shows what BST proposes to bill from last month's effort. The project manager agrees or states what to change. BST Session 2 →
- Pre-bill review
- FinanceThe monthly project manager check of the prebill, due by the 25th. Confirm the phases, amounts, descriptions, backup, and consultant lines. The invoice goes out by the 7th. BST Session 2 →
- Preconstruction meeting
- Construction administrationThe meeting with the owner, contractor, and design team before construction starts. It confirms roles, communication, and the procedures for submittals, RFIs, and pay applications. Admin Map →
- Principal in Charge (PIC)
- RoleThe principal accountable for the project. The PIC holds the client relationship at the executive level, carries the risk to the firm, leads the pursuit decision, and approves contract terms. Module 4 →
- Profit goal
- FinanceThe profit a phase plans to keep, set in the Module 5 plan. At a 20% goal, the target effort is 80% of the Budget Effort. Module 9 →
- Progress report
- CommunicationThe monthly status report for the client, captured in Centerline. The project manager supplies the status and client decisions, and the Storyteller logs it. Module 4 →
- Project Accountant
- RoleThe accounting contact for a project. This person builds the BST budget with the project manager, enters Estimated Hours and EAC changes, and sends the invoice after the prebill review. Module 9 →
- Project Architect
- RoleThe role that owns the design answer: concept, character, details, and technical resolution. Many Grace project managers also hold this role. Module 1 →
- Project Budgeting Spreadsheet
- SystemsThe Grace workbook that spreads the phase fee across deliverables and roles. Each tab is one phase, and its rows hold deliverables, work packages, and tasks. Module 5 →
- Project Familiarity Checklist
- PlanningA list that sorts startup questions into two groups. Confirm the answers the record holds, such as the signed agreement. Discover the answers only the client has, such as real priorities. Module 4 →
- Project Plan
- PlanningThe plan for the project work: when work happens, design milestones, submittals, reviews, and target dates. Module 8 →
- Project Process Map
- Program frameworkThe map participants built at Onsite #1. It shows the stages of a Grace project and the decisions that control each stage. Onsite #1 →
- Project Responsibility Map
- Program frameworkThe map participants built at Onsite #1 on top of the Process Map. For each stage, it names who is accountable, who contributes, and who decides. Onsite #1 →
- Project Scorecard
- SystemsThe main table on the PM dashboard. It shows one row for each project phase, which BST calls a Task, with Budget Effort, Effort, Revenue, Variance, and day counts. Module 2 →
- Project Server
- SystemsThe Grace file system that holds pay applications and the completion certificates during Construction Administration. Admin Map →
- Project summary inquiry
- SystemsThe BST screen that shows how the project and each task perform against budget: budget effort, effort, work in progress, unbilled effort, and the receivable balance. BST Session 2 →
- Proposal Request
- Construction administrationA request to the contractor to price a possible change before the owner decides to proceed. Admin Map →
- Protected Design & Technical Integrity
- Program frameworkTarget outcome 3. Code, consultant coordination, BIM, constructability, and documents stay correct. Reviews occur as planned, and the design intent stays inside the budget and the schedule. Onsite #1 →
- Protecting Integrity
- Program frameworkThe third core behavior. The project manager protects design quality, technical reviews, and the contract to the end of the project, and prices every change. Module 1 →
- Publishing and Conforming Center
- SystemsThe Centerline area where the team publishes drawings and specifications and conforms the set during construction. Centerline Session →
- Pull planning
- PlanningBuilding the schedule backward from a milestone. At each step, ask what must be finished immediately before this item. The answers form a chain of handoffs and show the real start date. Module 5 →
- Punch list
- CloseoutThe list of incomplete or incorrect work the contractor must finish before final completion. Module 12 →
- Pursuit Manager
- RoleThe Business Development person who helps score a pursuit and builds the proposal. Module 4 →
Q
- QA Prompts
- QualityThe checklist the design team uses to check its own drawings in each phase. It sits in the BIM template and in Excel. The project manager edits it for each project. Module 11 →
- QA Review
- QualityThe design team's check of its own drawings against the QA Prompts before the end of phase review. The QA Reviews row on the Quality Control Form records it. Module 11 →
- QA/QC
- QualityGrace's written process that confirms a drawing set meets quality standards before it goes out. Set roles do set tasks in each phase with set tools, then the result is verified. Module 11 →
- QAQC Committee
- RoleThe firmwide group that builds the QA/QC and storytelling process, onboards Storyteller Ambassadors, and answers questions about the process. Module 4 →
- QAQC period
- PlanningThe week before each milestone, closed to production work so that quality checks happen before the deadline. All work that feeds the milestone finishes before it starts. Module 5 →
- QC Reviewer
- RoleThe person the project manager chooses to do the Quality Review of a drawing set. The reviewer did not produce the work. At the end of Construction Documents, the reviewer comes from outside the team and the office. Module 11 →
- Quality assurance (QA)
- QualityThe checks that build quality into the work while the team does it. The design team checks its own drawings against the QA Prompts in each phase. Module 11 →
- Quality control (QC)
- QualityThe review of finished work at the end of each phase to find errors before the set is issued. The design team and the QC Reviewer each do a quality control review. Module 11 →
- Quality Control Form
- QualityThe QA/QC record that travels with the drawing set at every phase. It holds the phase due dates, the reviewer names, a row for each review, and the Design Team Report. Module 11 →
- Quality Review
- QualityThe independent review of a drawing set by a QC Reviewer from inside Grace. The QC Peer Review row on the Quality Control Form records it. Module 11 →
R
- Readiness Check
- PlanningSeven questions a project manager answers for the Principal before planning starts. Four come from the record, two come from the client in the client's own words, and one names what is still unclear. Module 4 →
- Readiness Path
- QualityThe sequence of reviews and records that shows a drawing set is ready to issue. It ends with Sign and Seal, the fourth stage, by the Architect of Record. Module 11 →
- Readiness sentence
- PlanningA one sentence statement of success that the client agrees with. It starts with the words: This project succeeds when. If you cannot finish the sentence, the project is not ready for kickoff. Module 7 →
- Realized rate
- FinanceThe revenue Grace earns for each hour charged. Costly staff on routine work and refinement past the fee lower it. Staffing to the rate restores it. Module 2 →
- Receivable Days
- FinanceThe average number of days from invoice date to cash in the bank. The industry average is about 70 days. Module 3 →
- Receivables aging
- FinanceA view of sent invoices that are not paid yet, grouped by days outstanding. The project manager reads it with the collection notes before contacting the client. BST Session 2 →
- Recovery levers
- FinanceFour actions, in order, for a phase at risk or off track. Close the open decision. Rework the resource plan to the rate. Rescope the remaining work. Price the scope changes. Module 9 →
- Red lines
- QualityCorrections a reviewer marks on the drawings. Red line pickup is the work to make those corrections before the issue date. Module 11 →
- Red-flag words
- ContractingThree words that cause the most scope creep: as needed, assist, and support. When one appears, ask what it means in practice. If the answer is unclear, rewrite the line. Module 4 →
- Reimbursable consultant
- ContractingA consultant that Grace hires and the owner pays Grace back for. A Grace contract with the consultant, usually a C402, must exist before payment. Module 4 →
- Request by date
- CommunicationThe date to ask the client for a decision: the decide by date minus the decision latency. On Oakhaven, a Week 11 decision with 3 weeks of latency is requested in Week 8. Module 6 →
- Request for Information (RFI)
- Construction administrationA formal question from the contractor about the drawings, specifications, or coordination. The project manager routes it to consultants, checks cost and contract impact, and responds in Centerline. Admin Map →
- Resource heat map
- SystemsA grid of hours by role or person, week by week. It shows where demand is more than one person can give. Module 5 →
- Retainage
- FinanceA part of each invoice, often 5 to 10%, that the client holds until completion or a milestone. The project manager must invoice the release at closeout to collect it. Module 3 →
- Revenue (BST)
- FinanceThe Budget Effort earned to date: percent complete times Budget Effort. The monthly invoice is Revenue minus the total billed to date. Module 9 →
- Revenue Factor
- FinanceUtilization times the net labor multiplier. It gives net revenue for each dollar of total payroll. Grace plans for about 2.0. Module 2 →
- Review periods
- ChangeSet times when the client reviews and approves the design: SD, DD, CD 30, CD 60, and CD 90. After a period closes, work that changes it is rework and earns compensation. Module 10 →
- RFQ / RFP
- ContractingRequest for Qualifications and Request for Proposal. With these documents, an owner asks firms to show their qualifications or to send a proposal. If an RFQ includes a contract, tell the Contract Team immediately. Module 4 →
- Risks and assumptions table
- ChangeA short table on the kickoff agenda that lists each risk and assumption. Its last column states what happens to scope, schedule, or fee if the item comes true. Module 7 →
S
- S-curve
- PlanningThe cumulative line of planned earned value across a phase. The project manager plots fee earned against it at each reporting period to see drift in the week it starts. Module 5 →
- SAFER
- ContractingFive tests for each scope line before it goes to a client: Specific, Assumptions, Finite, Exclusions, and Responsibility. Module 4 →
- Schedule Variance Days
- FinanceThe PM dashboard column that shows how many days the work runs behind schedule. Module 9 →
- Schedule, Prepare, Drive, Verify
- QualityThe four QA/QC steps the project manager runs in every phase. Schedule the review. Prepare the reviewer. Drive the resolution. Verify the correction. Module 11 →
- Schematic Design (SD)
- Design phasesThe first design phase. The team sets the design concept and direction for client approval. It ends with a QA/QC review. Module 11 →
- Scope boundary
- PlanningStep 1 of the plan: the decision about which work belongs in the current phase. Work let in by mistake spends the phase fee. Module 5 →
- Scope creep
- ChangeSmall changes outside the agreement that add up over time. Module 10 →
- Seven step plan
- PlanningThe Grace planning method. Steps 1 to 4 set the scope boundary, break down the work, soft resource it, and build the budget. Steps 5 to 7 schedule, hard resource, and draw the Earned Value Plan. Module 5 →
- Sign and seal
- QualityThe Architect of Record signs the drawings and applies a professional seal after a review of the Quality Control Form. It is the fourth readiness stage and confirms the set is ready. Module 11 →
- Six priority provisions
- ContractingThe six contract terms the Contract Team reviews most carefully: consequential damages, limitation of liability, standard of care, indemnification, Instruments of Service, and assignability. Module 4 →
- Soft resource
- PlanningStep 3 of the plan. Assign each task to a role, before you name a person. Use the lowest skill level that can do the work well, which also gives the lowest cost. Module 5 →
- Standard of care
- ContractingThe skill and care that a reasonably prudent architect uses in similar circumstances. Grace keeps it insurable, so professional liability insurance covers a claim. Module 4 →
- The 3 states
- ExecutionThree ratings for a phase at the monthly review: on track, at risk, or off track. Each state has a test and a response. Off track goes to the PIC. Module 9 →
- Step one question
- ChangeThe kickoff question: What is your preferred process for changes to scope, schedule, fee, or field conditions? The project manager writes down the answer. Module 10 →
- Step-in
- PlanningThe moment a project manager takes over a project from the pursuit team. The project manager collects the written contract and the unwritten promises, assumptions, and client priorities. Module 4 →
- Storyteller
- RoleAn emerging designer who shadows the project manager and records the project story in Centerline while the work happens. The project manager names the Storyteller at kickoff. Module 4 →
- Storyteller Ambassador
- RoleOne person in each office who onboards and supports the Storytellers in that office and collects the office reporting. Module 4 →
- Subject Matter Expert (SME)
- RoleA specialist the project manager brings in early to reduce risk, such as the Construction Administrator or the BIM Director. The project manager leads the workflow and uses their knowledge. Onsite #1 →
- Submittal
- Construction administrationShop drawings, product data, or samples the contractor sends for design review. The project manager assigns consultants with an earlier internal due date, then accepts or returns each review. Admin Map →
- Substantial Completion
- CloseoutThe stage when construction is complete enough for the owner to use the work. The architect inspects, prepares the punch list, and sets the warranty start. AIA G704 certifies it. Module 12 →
- Sustained Financial Health
- Program frameworkTarget outcome 4. The fee matches the work, and the project manager protects utilization and margin. When work costs more, the client decides how to proceed. Onsite #1 →
T
- Target effort
- FinanceThe Budget Effort less the profit goal. At a 20% goal, a $280,000 phase has a target effort of $224,000. The dashboard has no column for it. Module 9 →
- Task order
- ContractingA short agreement that authorizes specific work under an existing master agreement. Module 4 →
- Task Schedule Hours
- SystemsThe BST view of scheduled hours for each person on each task, by week. The project manager compares it with timesheet hours in the weekly check. Module 9 →
- Three checks
- ChangeThree tests the project manager runs on each change request, in order: schedule, coordination, then scope. Module 10 →
- Three core behaviors
- Program frameworkEstablishing Clarity, Controlling Advancement, and Protecting Integrity. The project manager applies all three on every project. Together they produce the five target outcomes. Onsite #1 →
- Three horizons
- PlanningThe three time frames the project manager scans each Friday: next week, the next several weeks, and the next milestone. The later horizons catch items with lead time early. Module 8 →
- Three plans
- PlanningThe three plans every project runs at once. The fee limits the financial plan. The work limits the task plan. The people available limit the resource plan. Module 5 →
- Three reasons for a touchpoint
- CommunicationWork intensity, a coordination milestone, or a client decision point. A touchpoint without one of these three reasons does not belong on the calendar. Module 6 →
- Three streams
- Program frameworkThe three rows of the Lifecycle Map: Client Experience, Team Leadership, and Business Management. They run through every phase, and the project manager balances all three. Onsite #1 →
- Three verdicts
- CommunicationThe only three results of evaluating work: on track, off track, or stop. Record the verdict in writing against the deliverable. Module 6 →
- Through-line project
- Program frameworkOne real, active project that each participant uses in every module. Participants test each standard and tool against it. Choose a project that continues for at least three more months. Module 0 →
- Touchpoint
- CommunicationAny planned contact with the team, consultants, client, or firm. Each one has a reason, an audience, an owner, a date, and one written output. Module 6 →
- Two path script
- ChangeThe words that offer the client two equal ways to proceed. One is written authorization for hourly time and materials work. The other is a pause while Grace sends a formal scope and fee. Module 10 →
U
- Unbilled Days
- FinanceHow long earned work waits for an invoice, in days. Grace's limit is 30 days, one billing cycle. On a steady billing rhythm it stays near 15. Module 3 →
- Unbilled effort
- FinanceWork charged to the project that is not billed yet. Shortly after a billing date it should be small. A high value can mean effort was held back from an earlier month. BST Session 2 →
- Utilization
- FinanceDirect labor dollars divided by total labor dollars: the share of payroll charged to projects. Grace runs about 62.5% firmwide, and each role has its own target. Read it as a health gauge for a group. Module 2 →
V
- Value equation
- Program frameworkValue equals Performance times Experience. Performance is how well Grace does the work. Experience is what it is like to work with Grace. A zero on either side gives zero value. Module 1 →
- Variance
- FinanceThe BST column equal to Revenue minus Effort. It shows the live margin. A negative number is the Margin Gap. Module 2 →
W
- W-9
- ContractingThe IRS form that records a consultant's tax information. Grace needs it before it pays a consultant. Module 4 →
- Weekly check
- ExecutionA check the project manager runs each week between monthly reviews. Compare scheduled hours with timesheet hours, compare hours with the work done, and check Hours Remaining. Module 9 →
- The WHY
- Program frameworkThe strategic reasons a client does a project: goals, return on investment, and success measures. The project manager gives it to the Storyteller, and it anchors the project story. Module 4 →
- WIP (work in progress)
- FinanceWork done and not yet invoiced. WIP grows during the month and becomes accounts receivable when the invoice goes out. Finished work ages as WIP until the project manager bills it. Module 3 →
- Work Breakdown Structure (WBS)
- PlanningA hierarchy that breaks scope into four levels: phase, deliverable, work package, and task. It turns contract language into work the team can staff, price, and track. Module 5 →
- Work intensity
- CommunicationA change in effort or staffing, often at a phase boundary. It calls for a review of how often the team meets. Module 6 →
- Work package
- PlanningThe third level of a WBS: a major part of a deliverable, such as partition and room layout. Tasks sit under it, and the schedule sequences it. Module 5 →
- Working session
- CommunicationA dedicated meeting, led by the project manager, for one problem or one decision between disciplines. It ends with a written output. Module 6 →
- Written authorization
- ChangeThe client's yes to a change, in writing. An email is enough. A phone call alone shows intent and does not authorize the work. Module 10 →
No term matches that filter.
Resource library
115 tools, templates, guides, and references, by project phase
The groups follow the five phases of the Grace Lifecycle Map. The PM role and project finance apply in every phase, so they come first. Each item links straight to the file.
Built for the AcademyAdapted from Grace sourceGrace documentOakhaven case file
All11 resources
Across every phase: the role and the standard
The PM role, the three core behaviors, and the five target outcomes apply on every project, in every phase.
The Lifecycle Map and the standard
- Lifecycle Map: One Board, Three Views
The five phases and three streams, shown three ways. The Grace tools for each phase sit under the board.
- Leadership Outcomes Map
What must be true for the client, the team, and the business at the end of each phase.
- PM Responsibilities Map
What the project manager owns in each phase and stream.
- PM Playbook Map
The outcomes and the responsibilities on one board, with the behaviors trained in the program.
- Project Process Map and Project Responsibility Map
The two maps participants built at Onsite #1: how a project flows, and who owns each step.
- The Kickoff Field Guide
The standard on one page: the three behaviors, roles and utilization targets, and the subject matter experts to use.
The PM role
- PM Role Map: Role at a Glance
How the project manager creates value at Grace, across every phase.
- The PM Role Charter
The mandate and operating doctrine of the role on one page. An operational charter for the role.
- The PM Role Quick Reference
The role in one sheet: the three core behaviors, the boundaries, and when to pause the work.
- The PM as Value Engine
The value equation, and the parts of the client experience that clients pay for.
- Module 1 Quick Reference: Accountable Ownership
What to do, what to watch for, and what to avoid as the accountable owner.
All9 resources
Across every phase: project finance
The money job runs through the whole project: earn it, protect it, bill it, price it, and collect it.
Guides and one page references
- Project Finance on One Page
The full project manager money job on one 11x17 sheet, from earning the fee to collecting it.
- Finance Field Guide: The Firm Behind the Fee
Utilization, the multiplier chain, and the forecast that shows where a phase will finish.
- Finance Field Guide: Cash, the Float and Collections
The fee to cash pipeline, the three numbers that measure it, and the collections sequence.
- Reading the BST11 Dashboard
The Project and Resource Management dashboard, column by column, with Oakhaven as the example.
- AR/Collections Responsibility and Escalation Guide
Grace's follow up process for unpaid client invoices, from the first statement to Executive Leadership review at 120 days.
Quick references
- Module 2 Quick Reference: The Economic Model
Rate and margin calculators, the Margin Gap, and the locked Oakhaven numbers.
- Module 3 Quick Reference: Backlog to Cash
The pipeline mover, billing rhythm, and collection drills.
114 resources
Phase 1. Pursuit and Contracting
Decide to pursue, write scope the team can own, and get a signed contract.
Built for the program
- The Scoping Playbook (Module 4a Quick Reference)
SAFER cards, red flag words, and sentence patterns for scope the team will own.
- The Contract Process: A Project Manager's Field Guide
How a contract moves, who owns each step, the terms Grace defends, and where each document lives.
- Project Pursuit: Go/No-Go Decision FAQ
How to score the pursuit chart, when to make a fast call, and how studios coordinate on a pursuit.
Oakhaven case files
218 resources
Phase 2. Initiation and Planning
Step in, discover what the client needs, build the plan and the communication plan, then hold the kickoff.
Project startup (Module 4b)
- The Ownership Playbook (Module 4b Quick Reference)
The Go/No-Go, getting ready to lead the project, and the first client conversation.
- The Storyteller Role: A Project Manager's Field Guide
The Storyteller role, the question sets, the story lifecycle, and the project manager's part in it.
Planning (Module 5)
- Project Planning on One Page
The seven step plan on one 11x17 sheet.
- Planning Studio 1: Break Down and Budget the Work
Steps 1 to 4 on the Oakhaven DD phase: scope boundary, WBS, soft resource, and labor budget.
- Planning Studio 2: Sequence, Schedule and the S-Curve
Steps 5 to 7: the schedule, the labor demand, and the Earned Value Plan.
- The Budget Builder (Module 5 Part A Quick Reference)
Price a work package role by role from the 2026 rates and see the margin change.
- The Pull-Plan Builder (Module 5 Part B Quick Reference)
Sequence a milestone backward, one handoff at a time, to find the real start date.
Communication planning (Module 6)
- Communication Planning on One Page
The communication plan method on one 11x17 sheet.
- Communication Planner
Write the one page plan: one row for each touchpoint, with a reason, audience, owner, date, and written output.
- Communication Load Curve
Compare the coordination the work needs with the meetings the calendar supplies.
- Going Deeper
The latency method, the channel math, the escalation ladder, and the reference tables.
- Module 6 Quick Reference: Communication Planning
Best practices, risks, and things to avoid. Print it and keep it beside you.
Kickoff (Module 7)
- Module 7 Quick Reference: Project Kickoff
How to prepare, run, and close the internal and the external kickoff.
337 resources
Phase 3. Design and Coordination
Run the week, run the month, manage change, and get each drawing set ready to issue.
Run the week (Module 8)
- PM Planner
Run the Friday routine on one page in about 30 minutes, then print next week on 2 sheets.
- Module 8 Quick Reference: Managing Execution 1
The Friday routine, the four line review, the 7 field PM Plan, and the gap route.
Run the month (Module 9)
- The Monthly Review, Field Resource
Steps 1 to 5 of the monthly review: find the position and forecast the finish.
- Module 9 Quick Reference: Leading with Data
The 8 step monthly review, the 3 states, the 4 recovery levers, and the weekly check.
- BST Dashboard Explainer
Each field on the PM dashboard and what it tells you.
Manage change (Module 10)
- Is This an Additional Service Request?
How to balance business management with client experience when a client asks for more.
- Change Log Template
The record of every change request, with date, reason, estimated cost, impact, and status.
- Module 10 Quick Reference: Managing Change
The five steps, the Change Log, the agreement question, the four part conversation, and the two path script.
Quality (Module 11)
- The Grace QA/QC Process
Grace's process phase by phase, with the responsible party, the tool, and where to find it.
- The Grace QA/QC Process, Field Resource
Who does what, and when, from project start to closeout.
- Module 11 Quick Reference: QA/QC
The roles, the phase tasks, the tools, the 4 steps, and what each row of the Quality Control Form proves.
Grace documents: Schematic Design
Grace documents: Design Development
418 resources
Phase 4. Construction Administration
Bid the work, then answer, review, and document the work in the field.
Built for the program
- The Construction Admin Map
The lead and verify split across every Construction Administration document, from pay applications to closeout.
Grace documents: bidding
53 resources
Phase 5. Closeout and Growth
Close the numbers, archive the record, debrief the team, and tell the project story.
Grace documents
Sys5 resources
Systems training: BST and Centerline
The technical sessions that show where the work happens in Grace's systems.
BST
- BST11 Technical Training Plan
The schedule and goals of the BST technical sessions.
- BST Session 1 Recap
Dashboard setup, navigation, and the project manager's responsibilities in BST.
- BST Session 2 Recap
Reading the project summary, changing the project document, and reviewing the pre-bill.
Centerline
- Centerline User Groups
The security group matrix. What each user group can see, comment on, create, review, or administer in each Centerline module.
- Centerline Session Recap
What the project manager owns in Centerline, from publishing to closeout.
No resource matches that filter.
Session records
Live session decks, summaries, and recaps
The record of each live session, in program order.
Onsite #1Onsite #1 KickoffKickoff slides PDFParticipant Workbook PDFParticipant Feedback SummaryFeedback PDFAll Offices recap
Module 8Module 8 Live DiscussionDeckLive Session PageSummary