Project definition & ownership
- Project type, name, description, plant and location
- Project owner, manager, finance director and sponsor
- Strategic objectives, risks, dependencies and project highlights
PROJECT MANAGEMENT SOFTWARE
See the whole project. Act on what changes.
Connect project evaluation, schedules, resources, execution, cost and profitability in one accountable management workflow.
For complex work with shared resources, interdependent activities and changing commitments.
ONE PROJECT · FOUR CONNECTED VIEWS
Keep the whole project in view.
- EvaluateIs the project worth pursuing?
- Quote & confirmWhat are we committing to?
- Plan & scheduleWhat must happen, and when?
- Monitor & reviewWhat needs a decision now?
Connect a change in scope or progress to its schedule, resource and cost consequences.
Smart projects · project summary
The project at a glance.
Bring project definition, strategic objectives, people, resources, time and commercial metrics into one summary.
Cost, revenue & return
- Capital expenditure, operating expenses and total project cost
- Total revenue, recurring revenue and ROI
- Fixed and variable costs for techno-commercial evaluation
Resources & time
- People, machines and materials
- Internal and external resource categories
- Duration, start date, end date and current status
FROM FIRST CASE TO FINAL REVIEW
From project evaluation to profitability.
A project rarely follows a straight line. Keep its baseline and commercial context visible as the work moves forward.
Techno-commercial evaluation
Evaluate acquisition and recurring costs, revenue and cash flow using IRR, MIRR, NPV, payback, sensitivity, break-even and technical risk.
Quotation and order confirmation
Prepare a high-level schedule, map resources, develop the quotation and carry negotiations through to order finalisation.
Planning and scheduling
Define objectives, funds, sub-projects, milestones, activities and tasks. Plan people, machines and materials, including hiring, procurement and rescheduling.
Monitoring and profitability
Record actual progress, take corrective action and review project cost, billing, collection, resource and cost variance, and profitability.
Evaluation methods, modules and approval rules are defined for your project during discovery.
Project transactions
Connect milestones, activities and resources.
Keep planned and actual work tied to the project, from initiation and design through procurement, execution, handover and closure.
Initiation
Define the project and its objectives.
Design
Prepare the technical and work scope.
Design approval
Approve the basis for procurement and execution.
Procurement
Arrange resources, materials and external work.
Execution
Carry out and record the planned activities.
Inspection
Check the completed work.
Final approval & handover
Review acceptance and transfer responsibility.
Closure
Close the project and review its commercial result.
Project master, sub-projects & work breakdown
Create the project master with company, plant, type, owner, value, dates and current status. Break large projects into sub-projects handled by independent agencies, then define milestones, activities and tasks.
Schedules, dependencies & calendars
Define independent and dependent activities, dependency relationships such as SS, SF and FS, weekly offs and plant holiday calendars. Compare planned and actual dates, review date variance and reschedule remaining work.
Activity–resource mapping
Map milestones and activities to people, machines and materials. Record resource quantity, unit, rate and cost, with internal or external category and vendor context. Update actual quantities and rates as work proceeds.
Procurement, billing & cash flow
Connect the project schedule to purchase orders, goods receipts (GRN), milestone billing, vendor payments and customer receipts. Review resource variance, cost variance and project profitability.
WHEN THE PLAN CHANGES
Turn a warning into a decision.
Understand what changed, what it affects and who needs to act before the next commitment is made.
Work content changes
- Signal
- A design revision changes effort, quantity or sequence.
- Understand the impact
- Compare the baseline with the proposed time, resource and cost impact.
- Decide the next action
- Approve, revise or reject the change with its consequence visible.
Resources conflict
- Signal
- A critical person, machine or material is required by overlapping activities.
- Understand the impact
- Expose the dependency, availability and affected milestone together.
- Decide the next action
- Reallocate, reschedule or secure an alternative before work stops.
Critical work slips
- Signal
- Actual progress threatens dependent activities or a commercial commitment.
- Understand the impact
- Show dependent tasks, remaining work and likely schedule effect.
- Decide the next action
- Prioritise recovery work and assign an accountable owner.
Review changes against the baseline, then agree corrective action with the people responsible for the affected work.
Proposed controls for large projects
Address scale, uncertainty and coordination.
Large projects bring thousands of interdependent activities, multiple agencies, global sourcing and changing work content. These proposed controls guide the discussion of a larger implementation.
Changing scope & complex scheduling
Flexible baselines, a well-defined WBS and change control assess effects on time, effort and cost. Proposed techniques include what-if scenarios, critical-path analysis (CPM), parallel task relationships, time buffers and resource levelling.
Resources across agencies & locations
Centralised resource availability, allocation-conflict alerts, vendor coordination and trained backup resources address workforce, machine and material constraints at critical stages.
Connected systems & controlled documents
A common data environment (CDE), interfaces with design, ERP and project systems, and document management support coordination. Proposed controls include version tracking, approvals, checklists, compliance monitoring, early warnings and escalation.
Cost, supply chain & critical events
Earned-value management (EVM), contingency funds and contract responsibilities address cost exposure. Alternate sourcing, long-lead inventory and logistics monitoring, critical-path risk watch and predefined emergency protocols address disruption.
THE INFORMATION BEHIND THE DECISION
Keep the baseline, work and money connected.
Give project teams and management a shared view of what was planned, what has happened and what the difference means.
Baseline, milestones & dependencies
Structure project scope into sub-projects, milestones and connected activities with planned dates and dependency rules.
Resources across locations
Map internal and external people, machines and materials to activities with quantity, availability, rate and cost context.
Progress, variance & rescheduling
Compare plan and actual progress, assess the effect of change and reschedule remaining work with its dependencies visible.
Cost, billing & profitability
Connect resource use, procurement, milestone billing, collection and cost variance to the project’s commercial picture.
START WITH YOUR OPERATING REALITY
What must your project team see together?
Bring the current plan, exceptions and decisions that are hard to track today.
- Which assumptions, milestones and dependencies define the baseline?
- Where can a resource conflict or scope change affect dependent activities?
- What should management review before approving the next action?
LET’S MAP THE PROJECT
Bring the complexity. We’ll work through the scope.
Tell us how you evaluate, plan and review projects today. We can shape the right controls around your methods, teams and approvals.