Perla Engineering · 2026
Project Operations System
Turning "operations manager" from a job title into an hour-by-hour system.
01 — Context
The operations function touched site execution, materials, finance, and cross-department coordination — but without one documented rhythm, consistency depended on memory and habit.
02 — The Problem
There was no single reference for what the operations role owned each day, what decisions it could make alone, and when something needed to be escalated.
03 — My Role
Operations at Perla Engineering
04 — The Approach
Documented the role as a literal hour-by-hour schedule rather than a general job description, paired with a clear decision-authority matrix so escalation stopped being a judgment call.
05 — The System
A daily operating system for the role: an hour-by-hour schedule, a one-page job description, a decision-authority matrix, and a defined set of tracking instruments — a daily report log, a project progress tracker, a cost tracker, and an issue log.
06 — How It Works
The day runs on a fixed structure — site reports reviewed each morning, materials and procurement reviewed mid-morning, finance coordination before noon, cross-department check-ins at midday, site follow-up in the afternoon, and reporting closed out by end of day — with a matching weekly rhythm for planning and review.
07 — Tools
- Google Sheets
08 — Implementation
In active use as the standing operating rhythm for the role.
09 — Current Evidence
This is a process and accountability system rather than one with its own standalone before/after metric — its effect shows up in the consistency of the systems it coordinates, including daily site reporting and material request tracking.
The full internal document this system is drawn from is marked confidential — the description above reflects its structure and purpose without reproducing internal thresholds or policy detail.