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Developer: portfolio oversight

You're carrying the financial exposure on several projects at once, delivered by different architects and different contractors. What you need is not another project view — it's comparability. The same questions, answered the same way, across every project.

This walkthrough sets that up.

The shape of it​

1. Set up one workspace​

Comparability starts with shared vocabulary. If one project calls it Plumbing and another calls it Plomberie — lot 4, nothing aggregates.

  1. Set up your organization and set its business role to developer/MOA.
  2. Configure the catalogs — trades, zone types and disciplines — once, at organization level. Every project inherits them.
  3. Add your organization branding. Your logo and colors print on every report generated across the portfolio.
  4. Invite your team. Give portfolio-level people the organization Admin role — an organization admin sees every project without being added to each one.
tip

Configure the workflow at organization level too. A defect that is Validated should mean the same thing on every project you own, or your cross-project numbers are noise.

2. Keep project structure consistent​

Your architects run the projects. Your job is to make sure they run them the same way.

  1. Standardize the zone-type tree so Building → Floor → Apartment means the same thing everywhere. See Build the zone hierarchy.
  2. Standardize phases so Finishes is comparable across projects.
  3. Use project info fields to capture the portfolio metadata you report on — programme, delivery target, asset type.
  4. Agree a single report template so every project's output looks like yours, not like each architect's.

3. Compare contractor performance​

This is the number that changes decisions: not how many defects a contractor has, but how long they take.

On each project's dashboard:

  • Companies, ranked by most open issues.
  • Trades, ranked the same way.
  • Avg. Completion Time, with the sample size it's based on.

On advanced analytics:

  • Average resolution time — measured detection → closure.
  • Net flow — whether their backlog is growing or shrinking.
  • Resolution rate, period over period.
note

Average resolution time is the fair comparison. Open-issue count punishes whoever has the biggest scope. Resolution time measures the thing you actually care about — responsiveness — and it's the figure to put in front of a contractor at renewal.

4. Track reception readiness​

Reception is the moment your exposure peaks. Readiness is knowable well before it.

  1. Follow each unit through its lifecycle states, so "how many apartments are actually ready" is a number, not an opinion.
  2. On the dashboard, watch Overall Progression against the thresholds — On track at ≥ 75%, At risk between 50% and 75%, Behind below 50%.
  3. Watch Overdue Issues and Where issues concentrate — the second is sorted by urgency, so it surfaces the blocking work rather than the cosmetic volume.
  4. Two months out, check the cumulative backlog is falling. If it's flat or rising, the delivery date is at risk regardless of what the programme says.

5. Make the reporting arrive on its own​

Chasing your architects for a status update is the failure mode this replaces.

  1. Set up scheduled reports per project, on a weekly or monthly cadence, delivered to you and your team.
  2. Use split reports when you need per-company or per-zone breakdowns.
  3. Configure notification settings so you're told about escalations, not about every comment.
info

Scheduled reports and custom report templates depend on your plan. See Features gated by plan.

6. Defend a dispute​

When a claim arrives, the evidence is already assembled — provided the project was run the way the architect walkthrough describes.

For any disputed defect you have: when it was first observed, the photo taken at the time, the exact zone and pin location, which company it was assigned to, every status change with its date and author, and the reports that were circulated.

Published meeting reports add the contractual layer: what was raised at which meeting, who was present, what was decided, and how many times a company was formally reminded. Those documents are kept indefinitely — retention doesn't touch them.

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