Project Risk Analysis
Identify project risks upstream from documents, exchanges, and history, and secure your decisions.
A bill of quantities arrives as a spreadsheet the night before a deadline, a contract contains clauses that need comparing against other sites, a schedule tightens without anyone cross-referencing these pieces against each other.
Fasfox builds solutions that cross-reference project documents and project history to surface the risk combinations that matter, before room for manoeuvre runs out.
A bill of quantities the night before submission
A bill of quantities lands as a spreadsheet the evening before the deadline. The project manager reads it at seven that evening, alongside the contract clauses, looking for a pricing imbalance, a tight deadline, or a subcontractor they don’t recognise. That is the actual moment risk gets judged, alone and tired, long before any review committee meets, which by then has no time left to act on whatever got missed that evening.
A risk list nobody reads twice
A tool that flags the words “penalty”, “delay” or “termination” produces a list of forty tagged clauses, most of which appear in every contract in the sector. The real risk is usually a combination: a tight deadline paired with a subcontractor who already ran late on a previous site, or a price-revision clause tied to an unstable raw-material market. That combination doesn’t show up in keyword search. After the pilot, the list gets ignored because it sorts nothing and buries the two or three clauses that actually mattered.
A named risk owner, or none
This kind of analysis assumes project history is accessible in a usable form, a spreadsheet or a structured database rather than scanned PDFs no one can query, and that someone owns the definition of what deserves flagging rather than leaving it to drift between teams. Without that foundation, the system produces alerts with no hierarchy and gets abandoned like the pilot before it, for the same reasons.
The final call stays with the project manager
We cross-reference contract clauses with the history of comparable projects and the schedule, to surface the combinations that matter along with the data behind them. The project manager keeps the decision to adjust a price, renegotiate a clause, or drop a subcontractor. The system ranks and documents its reasoning; the ranking stays open to challenge at any point, including after approval.