Project Center 2.0 is a single operational platform that replaces the Excel workbooks, Monday.com boards, and Smartsheet trackers scattered across your team — with one real system covering estimating, proposals, scheduling, production, billing, and closeout.
A CRM stops at the signed deal. A shop or ERP tool starts after it. For make-to-order manufacturers in construction — custom millwork, cabinetry, fabrication — that gap in the middle is where jobs actually go sideways.
This started as a system built for one shop's custom millwork and cabinetry work. But the spine underneath it — CRM & Bids → Estimate → Bill of Operations → Production → Field Service → Billing → Reporting — doesn't know or care what you're building. The price book, the shop operations, the units, and the costing are things Rock River Consulting configures to your workflow; they're not hard-coded to ours. That makes it a fit for any team that bids, builds, and bills project-based, make-to-order work at scale.
Most operations-heavy companies end up running the same project through three or four disconnected systems, re-typing the same information into each one — including the construction-specific ones built for the general contractor's side of the job, not the manufacturer's.
Estimates, spec revisions, and approvals get buried in inbox threads. When a job decision only lives in a PDF attachment, you're one missed email away from building off the wrong revision.
Estimates, cost breakdowns, and schedules live in files emailed back and forth — the "final_v3_ACTUAL.xlsx" problem, multiplied across every active job.
Great for a status board. It has no idea what's in your price book, can't generate a proposal from real spec data, and can't produce an AIA billing application.
Grids and automations help, but production tracking, shop-floor time, and margin reporting still live somewhere else entirely — usually back in Excel.
Strong at submittals, RFIs, and jobsite tracking on the construction-management side. Neither one carries a tiered price book, a Bill of Operations, a cutlist, or a shop floor — because that's not the job they're built for.
The fix isn't a better spreadsheet or a fourth board. It's one platform that already knows what a bid, a proposal, a schedule, and a billing application actually are — because it's purpose-built for how this work runs.
An honest comparison — not every gap below is a flaw in these tools, they simply weren't built for this job. Procore and BuilderTrend are genuinely strong at construction-management field work; they're just solving the general contractor's problem, not the manufacturer's.
| Capability | Excel | Monday / Smartsheet | Procore / BuilderTrend | Project Center 2.0 |
|---|---|---|---|---|
| Estimating & tiered pricing | ✕ | ✕ | ~ | ✓ |
| Proposal generation from live data | ✕ | ✕ | ✕ | ✓ |
| Contract & milestone scheduling | ~ | ✓ | ✓ | ✓ |
| Automated workflow handoffs between teams | ✕ | ~ | ~ | ✓ |
| Submittals & shop-drawing sign-off | ✕ | ~ | ✓ | ✓ |
| RFI & addenda register | ~ | ~ | ✓ | ✓ |
| Jobsite documentation (photos, forms, checklists) | ✕ | ~ | ✓ | ~ |
| Production & shop-floor tracking | ✕ | ✕ | ✕ | ✓ |
| Time tracking tied to real job cost | ~ | ~ | ~ | ✓ |
| Delivery & logistics manifests | ✕ | ✕ | ✕ | ✓ |
| AIA G702 / G703 billing | ✕ | ✕ | ~ | ✓ |
| Real-time margin & breakeven reporting | ~ | ✕ | ~ | ✓ |
| Employee onboarding, SOP library & reviews | ✕ | ~ | ✕ | ✓ |
| Machine & asset maintenance (CMMS) | ✕ | ✕ | ✕ | ✓ |
| Corrective / preventive action on recurring issues | ✕ | ✕ | ~ | ~ |
| Data integrity & audit trail | ✕ | ~ | ~ | ✓ |
| One database, real-time multi-user | ✕ | ✓ | ✓ | ✓ |
✓ built-in · ~ partial / generic / in development or being brought in as a module · ✕ not covered
One job, start to finish — watch how information created at one stage becomes exactly what the next stage needs, automatically.
This isn't a handful of headline features — it's the actual module inventory, organized by where it sits in the workflow. A few carry a 📷 — click one for a closer look.
This is the answer to the silo problem at the top of this page. Every module above writes to the same database, so instead of a status meeting stitched together from five spreadsheets, the general manager opens one screen and sees sales, estimating, production, field, and billing side by side — plus which jobs actually need attention right now.
Every number on this mock is illustrative — but the rollup is not. It reads from the same estimates, schedules, production records, and billing applications shown in the modules above, so it changes the moment the underlying work does.
This is the platform's actual default Bid Pipeline, rebuilt here as a working demo. Drag a card, or tap its arrow, to move it through the pipeline.
In the real app, every stage can carry its own automation rule: a background job checks every project once a minute, and when a card has sat in a stage past its configured time, it moves or archives itself — logging System (auto-advance) to that project's activity log, the same as a person doing it by hand. Right now, Awarded is wired to auto-advance onto the Engineering board's Engineering Review stage 5 minutes after a project lands there, and Lost is wired to auto-archive 2 days after a project lands there. Both rules count plain calendar days, not business days. Drop a card into either column below to see it happen (sped way up for the demo).
Try it — drag any card into Awarded or Lost, or use the ↻ arrow on a card
Adjust the numbers to your own team. This is a rough, honest estimate — not a promise — meant to give you a starting point for the conversation.
These sliders are linked, not independent — move Active projects or People and the others will suggest a realistic value for your situation. Fine-tune any of them afterward; your adjustment sticks until the next slider you move recalculates it.
This only counts re-entry and reconciliation time — it doesn't include the cost of a dropped handoff, a missed submittal, or a billing application that goes out late because the numbers had to be rebuilt by hand. It also compounds as you add more active projects: more open jobs means more spreadsheets that can drift out of sync with each other at once, not just more of the same work.
These ten pieces build directly on data the platform already captures — they're next up, not a wish list. Two of them are further along than "planned": onboarding/reviews and machine maintenance are proven modules, already built and running, now being brought into Project Center 2.0 rather than built from zero.
Instead of typing in milestone dates by hand, the schedule projects them from what was actually sold and how long it takes to build — run time, setup time, and lag time per operation, multiplied by real quantities.
Already in place: every Bill of Operations line already stores standard run, setup, and lag time per unit — the exact numbers a projected date needs.
Route each Bill of Operations line to your own shop or flag it for outside purchase up front, during planning — so the build-or-buy call gets made once, on purpose, and stays made all the way through production.
Already in place: the Bill of Operations and Purchasing modules already track shop operations and vendor orders separately — this connects the two into one decision point.
Dispatch and schedule install crews the same way shop operations are scheduled — against real milestones, with real completion tracking, instead of a text thread with the lead installer.
Already in place: the schedule already separates Preconstruction, Production, and Field as distinct phases, and Production & Field Service already has its own board — Field just needs its own crew-facing view.
A live Gantt chart projecting completion dates broken out by project area and by phase — so "when does the lobby finish" has a real answer instead of a guess.
Already in place: projects are already broken into Areas, and the schedule already runs on phases — the Gantt is a new view on data that already exists.
Field crews log jobsite documentation — photos, forms, checklists — straight against the project's board card. When the same defect or punch-list item keeps showing up across jobs, it opens a corrective/preventive action instead of just another ticket, so recurring issues get fixed at the root instead of re-punched every time.
Already in place: Production & Field Service already has its own board with a Field Service stage and a Punch List stage, Quality Control already has sign-off checkpoints, and every action already writes to a full activity log — this adds the recurring-issue detection and the CAPA workflow on top.
A role-based onboarding plan that builds itself from an SOP library — required items block onboarding from being marked complete — plus a review log per employee that calculates its own next-due date from hire date and review cycle, so reviews are logged as often as a manager actually writes one, not just once a year.
Proven in production: this exact module already runs today as one of Rock River Consulting's tools, with real onboarding plans, an editable SOP library, and a logged review history — it's being brought into Project Center 2.0 as a module, not designed from scratch.
A real asset register — tagged and serial-numbered machines, preventive-maintenance tasks on a calendar, hour-meter-triggered service, repair history, safety alerts, and lifetime cost per asset — landing on the same operational calendar as the production schedule, time off, and project milestones.
Proven in production: this is a working CMMS, already built — asset records, a PM task engine, and a maintenance calendar all exist today. What's still ahead is bringing it into Project Center 2.0 as a module and putting it on the same timeline as production milestones and % complete.
A workbook for the operations team to build the case for new equipment — projected ROI, payback period, and budget vs. actual — plus labor budgets modeled against real job costs, in the same system that already tracks the work that equipment and that labor would go toward.
Already in place: Cost Type Splits already break labor out from every billed dollar, and the GM Command Center already rolls up margin across every job — this adds forward-looking budgets and a CapEx business case on top of numbers already being tracked.
Commission calculated automatically from what was actually sold and where — by sales territory and by product line — instead of a spreadsheet someone reconciles by hand every pay period.
Already in place: the CRM already tracks a client's city, state, and multiple office locations, and Cost Type Splits already break out exactly what was sold behind every billed dollar — the two pieces a commission rule needs.
For operations running production across more than one site: a model that weighs each site's open capacity, picks the best fit for a given job, and adds projected shipping cost on top — so the number compared against project budget is true landed cost, not just shop cost, before production ever starts.
Already in place: Truck Lots & Manifests already generate shipping loads and manifests from finished production records — this adds the site-selection model and folds projected shipping into the landed-cost comparison earlier, at the planning stage.
A standard PostgreSQL / SQL Server database, not a black-box SaaS export. Query it, report against it, back it up — it's yours.
When a piece of reference data needs to change, the platform asks: is this a new record, or a better-defined one — and what does changing it actually affect?
Nothing fires on its own without a rule someone configured on purpose. Bulk changes and client-facing emails always wait for an explicit human click, with the impact shown up front.
Building types, price book categories, spec templates, standard operations — every list this platform runs on is real, editable data, not hardcoded code.
Rock River Consulting builds internal software for operations-heavy businesses — companies running commercial, hospitality, healthcare, and residential work who've outgrown spreadsheets and generic task boards. Every module in Project Center 2.0 started as a real bottleneck someone hit running an actual job, not a hypothetical user story.
That means it gets tested the hard way — in daily use, by estimators, project managers, shop crew, and installers, on tablets and phones as often as desktops.
Information shows up where a decision gets made — not buried three menus deep in a settings screen.
Every screen works tap-first on a tablet and still gives leadership the oversight it needs.
Imports and edits preserve identity. Nothing silently orphans a record to save a step.
Automated steps follow a rule someone set on purpose — and every one of them writes to the activity log, same as a person would.
Project Center 2.0 is the flagship — the same philosophy runs through everything else we've built.
Team accounts, a role-based screen-access matrix, PIN-gated sensitive centers, and shared file locations for leadership to manage directly.
See the module →Role-based onboarding plans built from an SOP library, review cycles with auto-calculated due dates, PTO accrual, and time-off requests.
See the module →Configuration tool for laying out and speccing custom cabinetry and millwork by room, with a live priced bill of materials.
See the module →A real CMMS — asset register, preventive-maintenance scheduling, repair history, safety alerts, digital lockout/tagout, and tool & instrument calibration for every machine on the floor.
See the module →CRM intake through field data collection, mobilization pricing, proposal generation, and dual-QR NFPA 70E labels — one workflow for electrical contractors, connected to Maintenance & Asset Manager for the same panels.
See the module →AIA G702/G703 draw requests, per-person commission plans, and a monthly breakeven calculator.
See the module →Best-fit manufacturing site selection by freight cost and shop capacity, standing freight lanes, and one production schedule across every site — tied straight into job costing.
See the module →System requirements, architecture, and what to verify before your team says yes to the platform.
See the details →