Fidrel — Gantt software for construction project managers
- Owners
- Engineers
- Public agencies
- General contractors
- Architects
- Developers
- Construction managers
- Subcontractors
Build Gantt schedules in Fidrel. Plan activities, update dates and progress, and share the construction schedule with your team.
A schedule for ongoing project management
The project system of tomorrow. For every discipline.
Create activities with start and finish dates in Fidrel. The Gantt view shows their timing, while recorded progress supports follow-up. Your schedule stays in the same project as the team's documents.
Use the schedule in your project meeting and update dates and progress afterward. Export it when sharing outside the workspace. Estimates and schedules remain separate records managed within the same Fidrel project.
From coordination meeting to schedule update
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A schedule for ongoing project management
Create activities with start and finish dates in Fidrel. The Gantt view shows their timing, while recorded progress supports follow-up. Your schedule stays in the same project as the team's documents.
View our plans
Your whole project. Wherever you are.
From planning in the office to drawings on the jobsite. Fidrel brings your project documents, schedule and information together in the browser – on your computer, tablet and phone. Create your account and bring the team together around the same information, wherever you work.
0+
project participants prepared in one shared environment
0 MB
per document upload
0+
items per structured import
0/7
access to project information
Ready for a clearer project?
Tell us how you work today. We will show you how Fidrel can fit your project and organization. Together, we map the information flows, responsibilities and the first areas worth simplifying.
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Frequently asked questions
How often should the schedule be updated?+
Use a review rhythm that fits the job and update when a major delivery, decision or obstacle affects the next activity.
Is spending equivalent to progress?+
No. Invoiced costs and physically completed work are different measures. Review both without assuming one proves the other.
How should work be broken down in a construction schedule?+
Give each activity a recognizable result. Large items hide progress while too much detail makes the schedule hard to maintain.
How should activity dependencies be handled?+
Work may wait for a decision or delivery. Establish dependencies and revisit them when assumptions change.
How do you compare planned and actual progress?+
A date passing does not mean the activity is complete. Confirm completed work with the responsible party and record blockers.