A project that is 40 percent done on paper and 25 percent done on site has a problem. Planned versus actual shows it early.
Set a plan first
Break each project into phases and activities with planned percentages and dates. A plan you can compare against is the point.
Count only approved updates
Propto counts only approved site updates toward progress, so numbers pass a review before they reach leadership.
Read the gap
Days behind and open issues per project show where to spend management time. Review weekly, not at handover.
Why plan versus actual matters
Construction progress drives possession dates, buyer confidence and many payment milestones. Without a clear comparison between what was planned and what has actually been built, delays are discovered late and promises to buyers become unreliable.
A planned-versus-actual view shows each project’s progress against its schedule, how far behind it is and what is blocking it.
Setting a plan first
Start with a realistic schedule: major activities, their planned dates and their expected share of overall progress. Without a plan, there is nothing to measure against.
Keep the plan at a level that site teams can update meaningfully, such as foundation, structure, services and finishing, broken into practical activities.
Counting only approved updates
Site engineers post updates on progress. A manager reviews and approves them before they count towards the progress percentage. This review keeps progress figures honest and prevents optimistic estimates from distorting the picture.
Rejected updates should include a reason, so engineers know what to correct.
Reading the gap
The difference between planned and actual progress, often shown as days behind, highlights where attention is needed. A project a few days behind may recover; one falling further behind every week needs action.
Look at trends over several weeks, not just a single snapshot.
Blockers and issues
When an activity cannot proceed, record a blocker: material shortage, pending approval, labour issue or design question. An approved blocker marks the activity as blocked until resolved, making the cause visible.
Track open site issues, such as snags, with owners and due dates alongside progress.
Linking to sales and buyers
Sales teams should see construction status for the projects they sell, so they make realistic promises. Buyers appreciate occasional updates on progress, with messages sent from the booking record.
Be careful with timelines in buyer communication. Share progress honestly and avoid committing to dates the site cannot support.
Reporting for management
Management needs a project-by-project view: percentage complete against plan, days behind, open blockers and issues. Reviewing this view regularly helps decide where to add resources or resolve dependencies.
Combine construction status with collections, because milestone payments depend on progress.
Why it matters for buyers
Buyers plan their lives around possession dates. Accurate progress information, shared honestly, helps them plan and maintains trust even when delays occur.
Surprises at the end damage relationships far more than honest updates along the way.
Getting the team involved
Site engineers, project managers, sales and management all play a part. Engineers post updates, managers approve them, sales uses the status in conversations and management acts on gaps.
Train engineers to post short, regular updates with photos, and make approval quick so information stays current.
A worked example
A project shows four percent complete against a plan of five, one day behind. The next week, an approved blocker records a material shortage, and the gap grows. Management sees it in the review, approves an alternative supplier and the blocker is resolved within days.
Sales receives an internal note about the minor delay and adjusts how they discuss timelines with new buyers.
Common mistakes
Common mistakes include tracking progress without a plan, counting unreviewed updates, hiding blockers and promising buyers dates based on hope rather than data.
Another mistake is reviewing progress only monthly, which lets small delays grow unnoticed.
Questions teams often ask
How often should updates be posted? Daily or several times a week works for most active sites.
Who approves updates? A project manager or site in-charge with authority to verify.
A progress checklist
Realistic plan with activities and weights. Regular updates with photos. Manager approval before updates count. Days behind tracked with trends.
Blockers and issues recorded with owners. Status visible to sales. Management review with collections context.
In practice
Set up the plan for one project, ask engineers to post updates for two weeks and approve them promptly. Review the planned-versus-actual view with management and refine activity definitions.
Then roll out to other projects.
In one line
A realistic plan, approved updates and visible blockers turn construction progress into reliable information for everyone who depends on it.
A final thought
Construction will always face surprises: weather, material shortages and approvals. A clear plan-versus-actual view does not prevent surprises, but it makes them visible early, when there is still time to respond. That visibility is what lets management make good decisions and lets sales speak to buyers honestly about progress and timelines.
In short
Plan realistically, approve updates promptly, record blockers openly and review the gap every week with the people who can act on it.
Share honest progress with buyers.
Trust follows honesty.
Does progress show days behind?
Yes. Each project card shows percent complete against plan, and days behind where relevant.