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.

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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

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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:

ActivityPlanned %Actual %StatusPiling75%50%🔴 BehindSubstructure30%35%🟢 Ahead

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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

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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

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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?"

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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."

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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

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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

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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

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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

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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")

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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#

TermDefinitionProgrammeConstruction schedule (Gantt chart showing activities and milestones)Critical PathThe longest sequence of dependent activities — determines the minimum project durationFloatThe amount of time an activity can slip without affecting the project end dateSPISchedule Performance Index (Earned Value) — 1.0 = on schedule, <1.0 = behindCPICost Performance Index (Earned Value) — 1.0 = on budget, <1.0 = over budgetEVMEarned Value Management — a method for measuring project performanceBACBudget at Completion — the total approved project budgetIPCInterim Payment Certificate — monthly progress payment claimVOVariation Order — a formal change to the contractRFIRequest for InformationLookaheadA short-term plan (typically 2-4 weeks) showing upcoming activitiesSubstructureBuilding work below ground level (foundations, basement)SuperstructureBuilding work above ground level (columns, beams, slabs, walls)M&EMechanical and Electrical works (plumbing, HVAC, electrical installations)

Output Format#

text

═══════════════════════════════════════════════════════
       [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...)

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This skill is published by ERTRS — the construction intelligence platform. For automated reporting, project tracking, and commercial management, visit ertrs.com