Construction
Connect projects, procurement,
assets, field activity
and financial control.
ProjectControl
For project-based construction and engineering organisations where estimating, procurement, field delivery, commercial change, cost and billing need to remain connected. Projects, procurement, field activity, assets and commercial control on Microsoft business applications, data and integration.
Project delivery becomes harder to control when commercial, operational and asset information live in different places.
In short
What construction leadership is actually trying to control.
Before capability, the question is which outcomes need to move. These are outcome areas to baseline, not benchmark promises.
Commercial commitment
What was actually sold and contracted, and on what commercial basis.
Forecast cost
What the project is now expected to cost, not what it was originally budgeted to cost.
Committed cost
What spend is already committed before supplier invoices arrive.
Change
What has changed, and what the commercial status of each change is.
Delivery
Whether work is progressing against the current plan rather than the original one.
Procurement
Which material, plant or subcontract dependency threatens delivery.
Billing
What work can legitimately move towards valuation, billing or invoicing.
Cash
Which operational or commercial issue is delaying collection.
Margin
Whether forecast commercial performance is improving or deteriorating.
Handover
Whether the project and asset information can pass into operation intact.
Scope
Project, field and asset operations on Microsoft business applications.
Construction is one of our primary industries, and our published customer evidence does not yet include a verified construction engagement. Being specific about what we do and do not offer is more useful than implying coverage we cannot evidence.
Processes in scope
- Opportunity, customer and site commercial context
- Estimate handover into a controlled project baseline
- Project structure, budget, cost codes and forecasting
- Procurement, purchase orders and committed cost
- Subcontract commitments and work packages
- Materials, site activity and progress capture
- Commercial change and variation status
- Valuation, billing and receivable readiness
- Project completion, defects and close-out information
- Asset handover, maintenance and service records
- Integration between CRM, ERP and specialist systems
- Portfolio, cost and margin reporting
Not claimed here
- Specialist construction accounting capability
- Specialist estimating or tendering products
- BIM authoring or model management
- Common data environment or specialist document control
- Statutory, safety or certification compliance software
- Contractual, legal or accounting advice
- Published construction customer outcomes or benchmarks
- Predictive models developed and evaluated for construction
Operating model
Construction is too broad to imply one commercial model.
These operating models do not share the same contract structure, cost model or technology architecture. Establishing which one applies changes almost everything that follows.
Main contractor
Multi-package delivery where subcontract commitment, valuation and change status carry much of the commercial risk.
Specialist contractor
Package delivery inside somebody else's programme, where the commercial position depends on instructions and applications.
Engineering or EPC project business
Engineering, procurement and construction against long-duration contracts with deep procurement and forecast requirements.
Project-based asset or service contractor
Installation or capital work that becomes an ongoing service and maintenance obligation.
Asset owner or operator
Capital projects delivered against an owned estate. Whether this is a target model rather than an adjacent context is an open commercial decision.
Mixed model
Several of the above running at once, often with different contract and billing models per project type.
The operating reality
The project plan is only one version of the commitment.
A live project depends on scope, estimate, contract, materials, subcontractors, site access, resource, plant, schedule, customer decisions, change, cost, billing, cash, handover and future maintenance.
The commitment starts before the project does
Scope, estimate and contract set the basis of the price. Delivery inherits all of it, whether or not it is written down anywhere useful.
The work consumes people, materials and suppliers
Resource, plant, materials and subcontractors all create cost long before an invoice arrives in Finance.
Site reality moves faster than the record
Access, sequencing, availability and customer decisions change the plan while the commercial position stays as it was.
Change moves the commercial position
A variation identified on site is a cost, a schedule impact and a billing question at the same time.
Delivery creates a billing position
Milestones, progress, time, materials and agreed variations decide what can actually be invoiced.
The project creates or changes an asset
That asset may need inspection, maintenance and service for years after the project team has moved on.
When these are disconnected
- Project teams rebuild information manually
- Procurement becomes reactive
- Variations are discovered late
- Margin is difficult to forecast
- Asset information is incomplete
- Finance sees the result after the event
Project control is not the same as project administration.
The purpose of the operating system should be to help leadership understand what has been committed, what has changed, what has been spent, what remains, what is at risk, what can be billed and what margin is left.
One commercial and delivery flow
Connect the promise to the work and the financial result.
Thirteen stages, running across six threads. Project-based organisations may coordinate these stages across several teams and systems.
- Scope
- Cost
- Resource
- Asset
- Data
- Governance
Opportunity
Customer, site, project type, value, commercial model and the resource implication of saying yes.
Estimate
Labour, materials, subcontractor, plant, overhead, contingency, margin, assumptions and exclusions.
Contract
The agreed scope, commercial terms, obligations and dependencies that delivery will be measured against.
Project
Structure, budget, milestones and cost categories inherited from the estimate rather than rebuilt.
Procure
Project demand driving requisitions, purchase orders and supplier commitments before site teams chase.
Schedule
Resource, subcontractor, plant and material availability planned against the sequence of work.
Deliver
Tasks, progress, issues, inspections and site activity recorded where the work actually happens.
Record cost
Actual and committed cost captured against the project, not reconstructed at month-end.
Manage change
Variation identified, assessed, priced, approved where required and connected to both cost and billing.
Bill
Milestone, progress, time, materials and agreed variations invoiced on the commercial basis of the project.
Collect
Approval, certification where applicable, receivables, disputes and the operational cause of delay.
Handover
Asset records, documents, specifications, warranty and maintenance obligations transferred intact.
Operate and maintain
Inspection, preventive and corrective work carried out against an asset with a known history.
Commercial baseline
Delivery should begin from an agreed commercial baseline.
Delivery should begin from an agreed commercial baseline, not from everybody's interpretation of what was sold. The baseline is what change is later measured against.
The controlled baseline may include
- Scope
- Deliverables
- Estimate basis
- Price
- Assumptions
- Exclusions
- Programme and milestones
- Dependencies
- Customer responsibilities
- Resource assumptions
- Material assumptions
- Subcontract assumptions
- Billing and valuation basis
- Change mechanism
- Completion and acceptance requirements
Contract and commercial models
There is no universal construction contract model.
The system should implement the organisation's approved contract and commercial model rather than impose a generic construction workflow. We do not give contractual or legal advice.
Fixed or lump sum
Price agreed for a defined scope, so change control and scope evidence carry the commercial risk.
Unit or rate based
Measured quantities against agreed rates, so measurement and valuation discipline drive the position.
Time and materials
Recorded effort, materials and expenses, so capture accuracy at the point of work drives billing.
Cost plus
Recorded cost with an agreed uplift, so cost substantiation and allowability matter more than estimate variance.
Framework or call-off
Repeat work drawn from an agreed framework, so call-off structure and cumulative position need visibility.
Service or maintenance
Ongoing obligations against assets or agreements rather than a finite project outcome.
Mixed
Several models across one portfolio, and sometimes several within one contract.
From sale to project
The project should inherit the commercial assumptions behind the sale.
Opportunity, estimate, handover, delivery and project health. Delivery should not need to rediscover the basis of the price after the contract is signed.
- Customer, opportunity, scope, value, site, project type, expected start and duration
- Commercial model, risk, dependencies and the resource implication of winning
- What are we committing to, when, and at what assumed cost?
- The delivery problem often begins with what was sold.
The handover should preserve
- Scope
- Estimate
- Cost structure
- Rates
- Resource assumptions
- Materials
- Subcontractors
- Milestones
- Billing basis
- Risks
- Exclusions
- Dependencies
- Customer obligations
- Known commercial uncertainty
A controlled handover establishes the baseline Delivery needs to manage the project consistently.
Project, procurement and site
Project demand should drive procurement before site teams start chasing materials.
Procurement, materials, site, field and plant. Not every organisation needs all of these, and the architecture should follow the work rather than the product catalogue.
- Supplier, requisition, purchase order, material, project, site and expected receipt
- Lead time, commitment, invoice and variance visible against the project
- Project demand should drive procurement before site teams start chasing materials
- What have we committed to buy against each project?
Commercial change
Know the status and exposure of every change.
The important control is knowing the status and exposure of every change, not pretending every change follows exactly the same sequence. We do not make contractual interpretations.
Identified or instructed
A change is raised on site, requested by the customer or instructed formally. It enters the record before it is priced.
Status established
Whether the change is a query, a request, an instruction or a claim under the customer's own commercial model.
Impact assessed
Scope, cost, programme and resource impact assessed against the current baseline rather than the original one.
Commercial position recorded
Value, basis, supporting evidence and the customer position captured so exposure is explicit.
Authority applied where required
Internal authority and customer approval applied according to the organisation's approved delegation model.
Forecast updated
Cost, revenue and margin forecasts reflect the change and its status, including unapproved exposure.
Delivery controlled
The work proceeds, is held or is stopped according to the recorded status rather than informal agreement.
Valuation and billing updated
The billing position moves only where the commercial conditions for it are actually met.
Closed
Agreed, rejected, withdrawn or settled, with the final position reflected in cost, forecast and billing.
The control should make visible
- Scope impact
- Cost impact
- Programme impact
- Customer status
- Internal authority
- Approved, pending, rejected or disputed
- Forecast exposure
Terminology varies by sector and contract. The control points rarely do.
Cost and forecast
Actual cost matters. Forecast cost matters earlier.
The original budget is not automatically the latest forecast. Committed cost helps explain exposure before all actual invoices have arrived.
01
Budget
The original or current approved plan for the project.
02
Committed cost
Purchase orders and subcontract commitments already placed.
03
Actual cost
Cost posted or recorded against the project.
04
Remaining cost
Expected future cost to complete the remaining work.
05
Forecast at completion
The current expected total cost of the project.
Project margin
Margin can deteriorate during delivery before the financial impact is fully visible in period reporting. Extra labour, subcontractor increases, material variance, delay, rework, unapproved change, resource substitution and billing delay all move the position.
Project-margin forecasting may be a useful Data & AI opportunity where consistent historical and current project data exists. Margin definitions remain the organisation's own.
Subcontractors
The subcontractor commitment should remain connected to the project position before the invoice arrives.
External delivery capacity still needs internal control. We do not claim specialist construction certification or payment workflow capability unless it has been implemented.
Potential control areas
- Subcontractor
- Work package
- Commitment
- Purchase order or subcontract
- Progress
- Commercial change
- Valuation or application where relevant
- Approval
- Invoice and payment
- Retention where relevant
- Outstanding obligation
- Performance
Completion and close-out
Project completion should make outstanding work more visible.
Project completion should make outstanding work more visible, not make it disappear into handover. We do not define legal completion terminology.
Delivery
The remaining work, its sequence and the dependencies that still have to clear.
Completion or acceptance
Recorded against the customer's own contractual mechanism rather than a generic definition of done.
Outstanding work and defects
Incomplete work, defects and outstanding actions held as visible items with an owner and a date.
Commercial close
Final account position, open change, retention where relevant and any remaining commercial exposure.
Handover
Documents, asset information, warranty and service obligations transferred as a controlled package.
Asset or service
The asset enters operation, maintenance or a service agreement with its project history intact.
Information that should survive completion
- Incomplete work
- Defects
- Outstanding actions
- Documents
- Customer acceptance
- Commercial close
- Warranty
- Retention where relevant
- Asset information
Delivery, billing, revenue and cash
Progress, valuation, billing, recognised revenue and cash are connected.
Progress, valuation, billing, recognised revenue and cash are connected, but they are not the same event. We describe how information connects. We do not provide accounting advice.
01
Work delivered
Operational progress against the plan. This is a delivery fact, not yet a commercial one.
02
Commercial valuation or acceptance
Work assessed or accepted according to the organisation's contract process where that applies.
03
Billable
The commercial conditions permit billing, whether or not an invoice has been raised.
04
Invoiced
An invoice has been issued against the agreed commercial basis.
05
Revenue recognised
Recognised according to the organisation's approved accounting policy, which we do not define.
06
Cash collected
Payment received, with the operational or commercial cause behind any delay visible.
Work in progress
The meaning of WIP should follow the organisation's approved accounting and commercial model. The platform should make the underlying delivery, cost, valuation and billing position explainable. We do not prescribe accounting treatment.
Retention
Not every project uses retention. Where it forms part of the customer's commercial model, the position can be qualified.
- Retained amount
- Contract or reference
- Release condition
- Expected release
- Status
- Financial position
Asset and field service
The asset should remain connected to the project that created or changed it.
Asset information becomes more valuable after handover, not less. Maintenance, inspection and service may continue for years after the project team has moved on.
Asset lifecycle
- 01Plan
- 02Procure
- 03Install
- 04Commission
- 05Operate
- 06Maintain
- 07Inspect
- 08Replace or retire
- Asset ID, type, location, customer, project, installation and serial number
- Specification, warranty, maintenance history and supporting documents
- The asset should remain connected to the project that created or changed it
- Asset information becomes more valuable after handover, not less.
Specialist system architecture
Decide which system should own each responsibility.
The objective is not to force every construction process into ERP. It is to decide which system should own each responsibility and connect them deliberately.
CRM
Customer, opportunity, site and commercial context.
ERP and project financial control
Project, budget, procurement, commitment, actual cost, billing and finance.
Estimating and tendering
Specialist estimating capability where required.
Project planning and scheduling
Detailed programme capability where required.
BIM and design
Specialist model and design applications.
CDE and document control
Controlled project information where specialist capability is required.
Site and field
Power Platform or specialist site systems according to process depth.
Asset and maintenance
ERP, Field Service, EAM or CMMS and specialist asset capability according to requirement.
Data and reporting
The cross-system analytical view.
Where the boundary sits
Specialist systems can stay exactly where they are.
Estimating, programme planning, BIM and controlled document management are specialist disciplines. The question is what has to reach the project platform, not what has to be replaced.
Field Service
Field Service should be selected because the service operating model needs it.
Field Service should be selected because the service operating model needs it, not simply because work happens on site.
Project site delivery
Work carried out on site as part of a project may remain project work, tracked against tasks, progress and cost without Field Service.
Post-handover service and maintenance
An ongoing service obligation may justify work orders, technicians, scheduling, assets, parts, mobile working and service history.
Site and field processes
Close real process gaps rather than rebuilding what already exists.
Power Apps, Power Automate and Dataverse can support focused site and field processes where a full application would be disproportionate. Mature specialist construction software should not be rebuilt unnecessarily.
- Inspections
- Variation requests
- Issues
- Approvals
- Field forms
- Handover checklists
- Mobile capture
Automation
Automate predictable coordination before adding more project administration.
- Approval
- Notification
- Task creation
- Variation routing
- Purchase approval
- Document routing
- Status update
- Billing preparation
- Field follow-up
Not every site process needs a custom application. Not every manual process needs AI.
Explore Power PlatformSafety and regulatory boundary
We can implement an approved process.
We can implement an approved process. We do not define the construction, safety or regulatory obligations the organisation must satisfy.
The customer owns
- Construction and safety policy
- Regulatory interpretation
- Statutory requirements
- Inspection requirements
- Certification requirements
- Approved operating processes
InteliSense may implement
- Agreed forms
- Workflow
- Approvals
- Evidence capture
- Access
- Reporting
- Audit support
Platform fit
Use each platform for the process it is best suited to manage.
Project-based organisations vary enormously in contract type, asset intensity and scale. These are InteliSense qualification patterns, not company-size thresholds.
Business Central
A connected core where the combined requirement fits responsibly within the platform.
- Legal entities, project structure and estimating handover
- Procurement, committed cost, inventory and subcontractors
- Billing, asset and service capability where the model fits
- Integration, reporting and security assessed as one requirement
Finance & Supply Chain
Where the operating model needs deeper enterprise capability.
- Multi-entity structures and enterprise finance
- Procurement, inventory and warehouse depth
- Project operations and asset capability
- Governance, security, integration and enterprise operating control
Dynamics 365 CRM
The customer, the opportunity and the commercial history behind the work.
- Accounts, contacts, opportunities, sites and commercial history
- Service, cases and account development after handover
- Estimating context captured before the project exists
- A trusted customer and site identity across the connected process
CRM
- Customer
- Opportunity
- Site
- Commercial context
- Service history
Controlled handover
Scope, estimate, rates, milestones, billing basis, risks and exclusions carried into delivery rather than re-entered from memory.
ERP and project platform
- Project
- Procurement
- Cost
- Billing
- Asset
- Finance
- A trusted customer and site identity
- The basis of the price carried forward
- Controlled integration
- Reporting without reconstruction
Which system holds authority for customer, site, project, cost and asset information should be a decision. Explore Integration.
Confidence gates
Four points where construction confidence is re-confirmed.
A construction go-live is ready when active projects can continue without losing their commercial, cost, procurement, change or billing position.
Gate 1
Before commitment
Commercial and operating model confidence
Before scope is committed, the construction operating model and the commercial rules behind it have to be understood.
Confirmed at this gate
- Construction operating model
- Project types
- Contract and commercial models
- Estimating
- Project controls
- Procurement
- Subcontractors
- Site
- Assets and service
- Business outcomes
- Specialist systems
Decision
Proceed · Assessment first · Transform first
Gate 2
Before build
Platform and architecture confidence
Before configuration begins, which system owns each responsibility has to be a decision rather than an assumption.
Confirmed at this gate
- Business Central or Finance & Supply Chain fit
- CRM
- Estimating system
- Planning system
- BIM and CDE
- Site systems
- Field Service or EAM
- Data authority
- Integration
- Security
- Licensing
- Reporting
- First-release scope
Decision
Proceed · Re-scope · Retain the specialist system · Different architecture
Gate 3
Before go-live decision
End-to-end project control proof
A representative project should be proved from opportunity to handover, including the exceptions that actually occur.
Confirmed at this gate
- Opportunity, estimate, contract and project
- Procurement, site, committed cost and actual cost
- Forecast, change and commercial valuation or billing
- Finance, cash, completion and handover
- Late material and subcontractor change
- Unapproved or pending variation and customer delay
- Rework, cost increase and billing dispute
- Defect and handover issue
Decision
Proceed · Remediate · Re-test
Gate 4
Before go-live
Construction go-live readiness
A construction go-live is ready when active projects can continue without losing their commercial, cost, procurement, change or billing position.
Confirmed at this gate
- Customers, sites and active projects
- Budgets, cost structures and commitments
- Open purchase orders and subcontractors
- Variations, actuals and forecasts
- Billing and valuation positions and receivables
- Inventory where relevant, plant and assets
- Project document references and integrations
- Users, security, training and support
Decision
Go · No-go · Controlled deferral
Shared responsibility
We can configure project control.
We can configure project control. The business has to own the commercial rules and assumptions behind it.
The customer owns
- Commercial model
- Contract terms
- Estimate basis
- Cost structure
- Project structure
- Change policy
- Approval authority
- Procurement policy
- Subcontractor rules
- Billing and valuation policy
- Accounting treatment
- Asset standards
- Site and safety policy
- Data validation
- User acceptance testing
- Cutover
- Adoption
InteliSense may provide where agreed
- Process design
- Architecture
- Platform qualification
- Configuration
- Development
- Integration
- Migration
- Testing
- Reporting
- Delivery assurance
- Cutover support
- Risk visibility
Active-project cutover
Preserve the commercial meaning of work already underway.
The cutover challenge is preserving the financial and commercial meaning of work already underway. A live project portfolio has to retain its commercial meaning, so cutover is not a matter of migrating project headers.
Positions that have to survive
- Project
- Budget
- Cost code and structure
- Commitment
- Purchase order
- Subcontract
- Actual cost
- Open change
- Valuation and billing
- Work in progress where applicable
- Receivable
- Inventory and material
- Plant
- Asset
- Service obligation
Foundations
Migration, adoption, security and licensing decide whether control survives.
These are the disciplines that determine whether the designed operating model is the one the business actually runs after go-live.
Value realisation
The technology outcome is not a new project screen.
The technology outcome is not a new project screen. It is a project position leadership can understand and act on earlier.
Business outcome
The commercial or operational result leadership actually wants to move.
Baseline
What the current position is, measured before the change rather than estimated afterwards.
Operating change
What people will do differently, and who owns that difference.
Platform capability
The configuration, integration or reporting that makes the new way possible.
Adoption
Whether the live commercial position is genuinely maintained in the system.
Evidence
The measure that shows movement, drawn from the system rather than from opinion.
Review
A decision point where continuing, adjusting or stopping are all valid outcomes.
Potential outcome areas to baseline
- Estimate-to-project handover
- Committed-cost visibility
- Forecast confidence
- Change visibility
- Procurement readiness
- Billing readiness
- Cash visibility
- Handover completeness
- Reporting effort
We do not publish benchmark improvements for these areas. The baseline is yours, measured before the change.
From project to portfolio
Leadership needs to see where delivery, cost and cash are moving together.
Reporting should expose where attention is needed while there is still time to act. Power BI can bring project, procurement and financial information into one decision view.
- Portfolio
- Project health
- Budget
- Committed cost
- Forecast
- Margin
- Change
- Billing
- Cash
- Procurement
- Resource
- Risk
- Which projects need intervention?
- Where is margin deteriorating?
- What costs are already committed?
- Where is change unapproved?
- Which sites are delayed?
- Where are materials late?
- What is ready to bill?
- What is delaying cash?
- Where is resource capacity under pressure?
If the answers require several disconnected spreadsheets, the problem may be the operating model rather than the report. Explore Power BI & Fabric.
Leadership view
Could leadership answer these today?
The same project position, read differently depending on what each leader is accountable for.
CEO
- Portfolio
- Revenue
- Margin
- Risk
- Backlog
- Cash
- Growth
Is growth creating controlled value or simply more project complexity?
CFO
- Budget
- Committed cost
- Actual cost
- Forecast
- Billing
- Receivables
Can Finance see project exposure before month-end?
COO / Delivery
- Schedule
- Site
- Resource
- Material
- Subcontractor
- Risk
- Change
Where does delivery need intervention now?
Commercial
- Baseline
- Change status
- Valuation
- Exposure
- Final account
What is the commercial exposure across open change today?
Procurement
- Demand
- Purchase orders
- Supplier
- Expected receipt
- Shortage
- Commitment
Which supplier or material dependency threatens the project plan?
Asset / Service
- Asset
- Location
- Condition
- Work order
- Maintenance
- Service history
Which assets or service commitments need attention?
From project history to earlier decisions
Start with the decision, not the model.
Estimate, budget, actual and committed cost, milestones, tasks, resource, procurement, change, issues, asset history, service history and billing all carry signal. Whether that signal supports a model is a question to answer, not to assume.
- Estimate
- Budget
- Actual cost
- Committed cost
- Milestones
- Tasks
- Resource
- Procurement
- Change
- Issues
- Asset history
- Service history
- Billing
Potential use cases
What would project leaders want to know earlier?
Project overrun risk
Milestone slippage, actual effort, remaining work, material delay, subcontractor issues, decision backlog and customer dependency.
Margin exposure
Estimate against actual and committed cost, remaining effort, variation, rework, resource cost and billing position.
Procurement delay
Lead time, supplier performance, open commitments and the project dates depending on them.
Asset attention
Maintenance history, failure, usage, inspection, age, parts and environment where suitable data exists.
Billing and cash delay
Unbilled work, open variations, approval status and the operational causes behind each delay.
Resource capacity
Committed work against available people, plant and subcontractor capacity across the portfolio.
Each use case is qualified before anything is built.
- Decision
- Data
- Signal
- Timing
- Actionability
- Baseline
- Risk
- Cost to operate
These are assessable use cases, not published models. We have not developed or evaluated a construction predictive model, and we do not claim model accuracy we cannot evidence.
Responsible AI uses
- Summarise project history
- Prepare project-review context
- Find relevant documents
- Draft status summaries
- Summarise issues
- Prepare customer communication
- Knowledge retrieval
- Highlight missing information
Material commercial change should remain subject to the organisation's approved authority model. AI may prepare context or identify missing information, but should not independently commit the organisation.
Data and standardisation
Project forecasts are only as credible as the information underneath them.
Standardise project control. Do not erase genuine operational difference. Better dashboards cannot compensate for weak commercial data.
Critical data
- Estimate
- Project structure
- Cost code
- Supplier
- Asset
- Site
- Resource
- Budget
- Variation
- Billing status
- Milestone
Worth standardising
- Project setup
- Cost categories
- Change
- Procurement
- Risk
- Reporting
- Billing
Justified variation
- Project type
- Contract
- Asset class
- Customer requirement
- Regulatory requirement
How delivery works
Validate against real project scenarios, not abstract requirements.
Opportunity to project, estimate to budget, purchase to project cost, variation to billing, asset handover and ongoing maintenance.
Understand
How opportunity, estimate, project, procurement, change and billing actually run today.
Design
Project structure, cost model, change control, asset model and integration boundaries.
Validate
Tested against real scenarios: opportunity to project, estimate to budget, purchase to project cost, variation to billing, asset handover.
Build
Configured against agreed decisions, with customisation kept deliberate.
Connect
Integration to CRM, finance, document management, field and reporting where the need is real.
Migrate
Open projects, commitments, asset records and history that operations genuinely need.
Prove
Evidence that cost, change, billing and asset information hold up before go-live.
Adopt
Site, project, procurement and finance teams using the system rather than around it.
Improve
Where reporting is still manual, where change is still late and where cost still surprises.
Delivery route
The right route depends on how much is still undecided.
Eight commercial routes, each answering a different starting point. We will tell you which one your situation actually supports.
RAPID comes after fit
- 01Operating model fit
- 02Platform fit
- 03Delivery fit
Only then do we consider whether a bounded scope meets the approved RAPID qualification rules. Construction is not itself a RAPID-fit criterion.
Signals that recovery is the honest answer
- ERP implementation struggling
- Project controls unreliable
- Data poor
- Integrations unstable
- Cost reporting not trusted
- Customisations excessive
- Testing weak
- Teams working outside the system
- Support backlog growing
After go-live
Four different services, not one.
Support, Customer Success, Optimise and Recovery answer different questions. No change remains a valid outcome.
How we work
Be clear about where we help, and clear about where we do not.
We are honest about what we have implemented
We help project-based organisations with Microsoft business applications, data and reporting. We do not claim specialist construction accounting, BIM, common data environment, certification workflows or sector outcomes we have not delivered.
We treat the estimate as the beginning of control
If delivery cannot compare what is happening with what was priced, cost reporting becomes description rather than control.
We connect the project to the asset
Handover is a transfer of information as much as a transfer of responsibility. Designing for that early is cheaper than reconstructing it later.
We keep people accountable for commercial decisions
Material commercial change should remain subject to the organisation's approved authority model. Automation can prepare the position. Committing the organisation stays with the people responsible for it.
Evidence
Customer experience of working with InteliSense.
Our current published customer videos evidence Dynamics delivery with InteliSense. We will publish Construction-specific customer evidence when the sector, engagement and approved claims have been verified.
Customer voice
What customers say about working with us.
Customer voices
InteliSense customers
Hear our customers talk about InteliSense
These are general company evidence rather than construction sector evidence. Our central evidence model records name and logo only, without verified industry, platform, engagement or outcome metadata, so no construction experience is inferred from any customer name.
Start here
Tell us where project control is becoming harder to maintain.
Four questions to establish a likely starting point. Your answers are carried into the enquiry so nothing has to be repeated, and no product is selected from a form.
Indicative signal
Answer the questions and we will show a likely starting point. This is orientation rather than a recommendation, and we do not decide platform fit, project control design or acceleration from a form.
Your answers are carried through, so you will not be asked to repeat them. Final qualification is always a conversation.
Common questions
Questions project and commercial leaders ask.
Connect project, cost and asset control
Can you see the commercial position before the project outcome is fixed?
If project delivery, procurement, field operations, assets and finance are telling different stories, we can help identify where the operating model needs to connect more clearly.