Construction New Project Checklist: Contract to Mobilization | Projul

Every construction project has a critical window between signing the contract and breaking ground. What you do during that window sets the tone for everything that follows. Miss a step and you could be chasing permits two weeks in, scrambling for insurance certificates the day before mobilization, or showing up to a kickoff meeting without a real schedule.

I have watched contractors lose thousands of dollars and weeks of schedule time because they treated preconstruction as an afterthought. The contract was signed, everyone was excited, and then the actual setup work got buried under the next estimate or the current job’s fire drill.

This checklist is built to prevent that. It covers everything from contract execution through mobilization day, organized in the order you should actually tackle it. Print it, save it, or build it into your project management software. Just do not skip it.

1. Contract Review and Internal Setup

The ink is barely dry and you are already behind if you do not move on this immediately. Contract signing is not the finish line. It is the starting gun.

Review the contract with fresh eyes. Yes, you already negotiated it. But now you are reading it as the team that has to execute it. Pull out every deadline, milestone, deliverable, and obligation. Flag anything that needs immediate attention.

Here is what to capture during your contract review:

• Notice-to-proceed date and required response timeline. Some contracts require you to acknowledge NTP in writing within a set number of days.
• Liquidated damages clauses. Know the daily penalty amount and the trigger date. Work backward from there when you build your schedule.
• Retainage percentage and release conditions. This affects your cash flow projections.
• Allowances and unit prices. Document these clearly so your field team knows the budget boundaries.
• Insurance requirements. The contract will spell out minimum coverage limits, additional insured endorsements, and when certificates are due.
• Submittal and RFI deadlines. Many contracts include a submittal schedule or require one within a set number of days after NTP.
• Change order procedures. Know the process before you need it. Waiting until the first change comes up is too late. For a deeper look at managing changes, check out our change order guide.

Set up the project internally. Create the job in your project management system. Assign a project manager and superintendent. Set up the job cost codes and budget. If you are using Projul, this is where you create the project, assign your team, and start loading documents.

Create a project folder structure. Whether digital or physical (hopefully digital), you need folders for contracts, submittals, RFIs, daily logs, insurance certificates, permits, meeting minutes, photos, and correspondence. Having this ready on day one saves you from the chaos of hunting for documents later. If you are still figuring out your document management approach, our daily log management guide covers how to keep field documentation organized from the start.

2. Permits and Regulatory Requirements

Permits are the single biggest schedule risk in the preconstruction phase. They take longer than you think, cost more than you budgeted, and the approval process is completely outside your control once you submit.

Identify every permit you need. This goes beyond the building permit. Depending on the project and jurisdiction, you might need:

• Building permit (obviously)
• Demolition permit
• Grading or earthwork permit
• Right-of-way or encroachment permit
• Environmental permits (stormwater, wetlands, tree removal)
• Fire department or fire marshal review
• Health department approval (for food service or healthcare projects)
• Utility connection permits
• Sign permits
• Temporary certificate of occupancy (plan for it now, not at the end)

Check plan review timelines. Call the building department or check their website for current review timelines. Do not rely on what it took last time. Staffing changes, seasonal backlogs, and new code adoptions all affect turnaround. For a detailed breakdown of permit tracking, our permit tracking guide covers the process from application through final inspection.

Submit early. The day your plans are ready, submit. Every day you wait is a day added to your schedule. If the jurisdiction allows electronic plan review, use it. Some allow you to track review status online, which saves you from making phone calls every other day.

Budget for permit fees and plan review costs. These vary wildly by jurisdiction and project value. Some jurisdictions charge a percentage of construction value. Others use a flat fee schedule. Get the actual numbers and make sure they are covered in your budget.

Post permits before starting work. This sounds obvious, but I have seen contractors get shut down on day one because the permit was still sitting in the office. Keep a copy on site and know where inspectors expect to see it posted.

3. Insurance Certificates and Bonding

Insurance is one of those items that can hold up an entire project if you do not handle it proactively. Owners, lenders, and general contractors all want to see certificates before work begins, and they want them to match the contract requirements exactly.

Request updated certificates from your insurance agent immediately. Do not wait until someone asks for them. The day you sign the contract, send your agent the insurance requirements from the contract and ask them to issue certificates that match. Include:

• Certificate holder name and address (exactly as the contract specifies)
• Additional insured endorsements
• Waiver of subrogation endorsements
• Per-occurrence and aggregate limits that meet or exceed contract requirements
• Workers compensation coverage for every state where work will be performed

Verify your coverage matches the contract. This is where problems hide. Your standard policy might have a $1 million per-occurrence limit, but the contract requires $2 million. Or the contract requires professional liability coverage and you do not carry it. Finding this out a week before mobilization is a bad day. For a full rundown on what coverage you need and common gaps, see our construction business insurance guide.

Collect subcontractor certificates. Every subcontractor needs to provide a current certificate of insurance before they start work. Period. Set a firm deadline for certificate submission and do not let anyone on site without one. Create a tracking spreadsheet or use your project management software to monitor which subs have submitted and which are still outstanding.

Handle bonding requirements. If the project requires a performance bond or payment bond, start that process on day one. Bond underwriting takes time, especially for larger projects or if your bonding capacity is near its limit. Your surety will want to see the contract, your current work-in-progress report, and possibly updated financials. Our construction bid bond guide explains the different bond types and how to get them in place.

Set calendar reminders for certificate expirations. If the project will span a policy renewal period, you need to provide updated certificates when your policies renew. Set a reminder 30 days before expiration so you are not scrambling.

4. Submittals, Procurement, and Long-Lead Items

This section can make or break your schedule. Material lead times have been unpredictable in recent years, and a late submittal can push your start date by weeks or months.

Build your submittal log immediately. Review the specifications and identify every required submittal. Create a log that tracks:

• Submittal number and description
• Specification section reference
• Responsible party (your team or a subcontractor)
• Date submitted to architect or engineer
• Date returned with approval status
• Resubmittal dates if required

If you want a more detailed walkthrough on managing submittals, our material submittals process guide covers the full workflow.

Identify long-lead items on day one. Walk through the specs and drawings with your superintendent and key subcontractors. Flag anything with a lead time longer than your preconstruction window. Common long-lead items include:

• Structural steel
• Electrical switchgear and transformers
• HVAC equipment (especially custom air handling units)
• Elevators
• Curtain wall and storefront systems
• Specialty finishes (imported tile, custom millwork)
• Fire suppression equipment
• Generators and transfer switches

Get quotes and place orders early. Do not wait for submittal approval to get pricing and lead time quotes. You can price and order materials with a “subject to approval” note. Some manufacturers will hold production slots with a deposit, which can save you weeks on the back end.

Coordinate with subcontractors on their procurement. Your mechanical and electrical subs often have the longest lead times. Make procurement a standing topic in every preconstruction meeting. Ask each sub for their procurement schedule and track it alongside your own.

Set up a procurement tracking system. Whether it is a spreadsheet, a project management tool, or a dedicated procurement module, you need visibility into what has been ordered, what has shipped, and what is sitting in a warehouse waiting for delivery. Surprises on delivery day are never good surprises.

5. Scheduling and Resource Planning

You cannot run a project without a schedule, and a schedule that lives only in your head does not count. The preconstruction phase is where you build the real schedule, not the one you used during estimating.

Build a detailed construction schedule. Start with the contract milestones and work backward and forward to fill in the activities. A solid schedule includes:

• All major activities with durations based on production rates, not guesses
• Predecessor and successor relationships (what has to finish before the next thing starts)
• Milestone dates from the contract
• Float calculations so you know which activities have schedule flexibility and which do not
• Weather days built into outdoor activities
• Inspection hold points
• Owner-furnished item delivery dates

Read real contractor reviews and see why Projul carries a 9.8/10 on G2.

If you are looking for scheduling tools, our construction scheduling software roundup compares the options available right now.

Identify the critical path. The critical path is the longest sequence of dependent activities. If any activity on the critical path slips, the project completion date slips. Know what is on it and protect those activities.

Plan your labor. Review your current workforce commitments and figure out where the people are coming from. If you need to hire, start now. If you are pulling crew from another project, coordinate the transition so neither job suffers.

Plan your equipment. Cranes, excavators, concrete pumps, lifts, and any other major equipment need to be reserved. Rental companies book up, especially during busy seasons. Get your reservations in early and confirm delivery dates.

Schedule subcontractors. Send each sub a preliminary schedule showing their scope windows. Get their buy-in before you finalize. Nothing derails a schedule faster than a subcontractor who committed to dates they cannot keep.

Submit the baseline schedule. Most contracts require you to submit a baseline schedule within a set number of days after NTP. This becomes the measuring stick for the rest of the project. Make sure it is thorough and realistic because you will be judged against it.

6. Kickoff Meeting and Mobilization Preparation

The kickoff meeting is your chance to get everyone aligned before work starts. A great kickoff meeting prevents problems. A bad one (or no kickoff at all) creates confusion that lingers for months.

Schedule the internal kickoff meeting first. Before you meet with the owner or architect, get your own team together. This includes the project manager, superintendent, project engineer, estimator who bid the job, and any key foremen. Review:

• The complete scope of work
• Budget summary and cost code structure
• Key contract terms (deadlines, LD amounts, change order procedures)
• Known risks and challenges
• Lessons learned from similar past projects
• Safety plan and site-specific hazards

Then schedule the external kickoff meeting. This meeting includes the owner, architect, engineer, key subcontractors, and any other stakeholders. The agenda should cover:

• Introductions and roles (who is the point of contact for each party)
• Project scope overview and any recent changes
• Schedule review and milestone dates
• Communication protocols (who contacts whom, through what channels, and how quickly)
• Submittal and RFI procedures
• Meeting cadence for the duration of the project (weekly OAC meetings, etc.)
• Safety requirements and site rules
• Parking, staging, laydown areas, and site logistics
• Temporary utilities and facilities
• Hours of work restrictions

Document everything from both meetings. Distribute meeting minutes within 24 hours. These minutes become a reference point for the rest of the project when someone says “that is not what we agreed to.”

Prepare for mobilization. The final stretch before breaking ground includes:

• Site logistics plan. Where does the dumpster go? Where do deliveries stage? Where does the crew park? Where is the field office?
• Temporary facilities. Order portable toilets, temporary fencing, construction entrance, and temporary power. These take a few days to a week to set up.
• Safety setup. Post required safety signage, set up first aid stations, place fire extinguishers, and designate emergency assembly points.
• Utility locates. Call 811 (or your local equivalent) for utility locates. Do this a minimum of three business days before any digging. Do not skip this.
• Stormwater and erosion control. If required, install silt fencing, construction entrances, and any other BMP measures before you disturb the first inch of soil.
• Neighbor notification. For urban or residential projects, notifying neighbors before work starts builds goodwill and reduces complaints.

For a more detailed mobilization breakdown, check our construction mobilization guide.

Create your day-one punch list. Walk the site the day before mobilization and confirm everything is ready. Temporary power is on. Fencing is up. Permits are posted. Port-a-johns are delivered. Dumpster is placed. Your crew should show up on day one and start producing, not spending half the morning setting up basics.

Putting It All Together

The gap between contract signing and mobilization is where good projects are built. Rush through it and you will spend the rest of the project cleaning up problems that should have been handled upfront. Take it seriously and your project starts with momentum instead of chaos.

Here is the quick version of your new project checklist:

1. Review the contract and extract every obligation and deadline
2. Set up the project in your management system with proper cost codes and team assignments
3. Identify and apply for all required permits
4. Request and verify insurance certificates for your company and every subcontractor
5. Build your submittal log and identify long-lead procurement items
6. Develop a detailed construction schedule with subcontractor input
7. Hold internal and external kickoff meetings
8. Prepare the site for mobilization with logistics, safety, and temporary facilities

Every item on this list feeds into the next one. Skip a step and it creates a gap that you will feel for the rest of the project. Build this checklist into your standard process so that every new job gets the same disciplined start, whether it is a $50,000 renovation or a $5 million ground-up build.

Book a quick demo to see how Projul handles this for real contractors.

The best contractors are not the ones who never have problems. They are the ones who handled the basics so well during preconstruction that they have the bandwidth to deal with the problems that actually matter.