Internal project startup workflow

As Process Improvement Manager at Pentillion Construction, I built an internal project startup workflow to improve the handoff between a project being awarded and the information needed to manage, bill, and administer the work.

Before the workflow, project information could be scattered across conversations, emails, estimates, and individual memory. One person might know the billing arrangement, another might know the site contact, and accounting might not have enough context to set up the job or invoice correctly. That created avoidable friction at exactly the point where the project needed to start cleanly.

The startup workflow was designed to make that information explicit. It captured project status, project lead, client and site contacts, expected costs, billing responsibilities, important dates, scope notes, permit requirements, file uploads, and trade-specific details. It also helped handle more complicated billing situations where costs might be split between property managers, tenants, landlords, or other clients.

I built the form with auto-populated dropdowns and conditional logic so it was easier to complete and did not ask every user every possible question. The form changed based on the project information being entered, which made it more practical for real use and reduced the chance that people would skip it because it felt too cumbersome.

I also configured the workflow so submissions were automatically emailed to the people who needed the information. That helped project managers, office administration, and accounting see new work earlier and with more consistent context.

The result was a clearer startup process for awarded work. The workflow reduced reliance on informal handoff, helped accounting understand billing requirements earlier, reduced the chance of missed invoices, and made complex project setup easier to coordinate. It was a small internal system, but it addressed a real operational problem: getting the right information to the right people before gaps turned into project or billing issues.