Project Management

The usual situation is the opposite: a folder on the server, a spreadsheet on the site manager's laptop, an email thread holding the latest decisions and a budget nobody is sure is the current version. When somebody asks how the project is going, the answer depends on who you ask.

Here work is split into phases with their dates and owners, and each project type has the statuses that suit it, because an installation does not go through the same stages as a building job or a development.

And above all, the record continuously compares budget against what has been spent (hours, materials, subcontractors and expenses) so the overrun appears while a line can still be renegotiated or a deadline rethought, rather than at the closing meeting.

One single place

Where a project's information lives today

Scattered. A folder on the server with the drawings, a spreadsheet on the site manager's laptop with the financial tracking, an email thread with the latest decisions and a budget with three versions in circulation. When somebody asks how it is going, the answer depends on who you ask.

The project record brings together what was spread out: the current budget, the phases with their dates and owners, the assigned team, the documentation, the events logged along the way and the up-to-date financial result.

Each project type also has its own statuses, because an installation does not go through the same stages as a building job or a development, and forcing everything down one flow is the fastest way to make sure nobody keeps it current.

Planned versus actual

A project does not go wrong at the closing meeting

It goes wrong in week three and gets discovered at the closing meeting. By then the conversation is no longer about what to do, but about whose fault it was.

The comparison between budget and spend is continuous and drills down to the level you need to act on:

By phase and by line, not just the project total.
With all four cost sources together: charged hours, material consumed from stock, subcontractors and expenses recorded from a phone.
With each phase's progress, to tell spend that is ahead of schedule from spend that is over budget, which are not the same thing.

With that in front of you, decisions move earlier: renegotiate a line, rethink a deadline, or accept the overrun knowing how big it is and why.

The real margin

What each job actually left

The margin that comes out when a project closes is only reliable if it includes everything it cost, and what usually goes missing is not the material: it is the hours nobody charged and the travel that was never allocated anywhere.

Here all four sources reach the record on their own, so the financial result is a subtraction rather than an estimate. And because projects can hang from a framework contract, you keep both views at once: what each job leaves and what that customer leaves overall.

That comparison produces the uncomfortable, useful conversations: the customer who invoices most is not always the one who leaves most, and the project type you repeat most sometimes carries the worst margin, precisely because it gets quoted from habit rather than from the last one's figures.

See project management in a demo

Clearing things up

Frequently asked questions

Answers to what we get asked most.

Can I compare budget against actual cost during the job?

Yes, continuously and by phase and line, with all four cost sources together: charged hours, material consumed from stock, subcontractors and expenses. A project does not go wrong at the closing meeting; it goes wrong in week three and gets discovered at closing.

Can each project type have its own phases?

Yes, with their own statuses, because an installation does not go through the same stages as a building job or a development. Forcing everything down one flow is the fastest way to make sure nobody keeps the record current.

Does it tell spend that is ahead from spend that is over?

Yes, because the comparison includes each phase's progress. Spending 60% of the budget with 70% of the work done is not the same as spending it with 30% done, and without progress both look identical.

Can I see what a customer leaves overall?

Yes, if projects hang from a framework contract: you keep both views at once, what each job leaves and what that customer leaves in total. That comparison reveals that the customer who invoices most is not always the one who leaves most.

Projects and construction

Contracts, phases, work reports, scheduling and time allocation, so you find out a project is eating its margin while you can still fix it.

Contracts

Framework contracts with the customer that their projects hang from, with their agreed terms, amounts and renewals.

Time Tracking

Employees charge their hours to the project and the specific task, from a computer or a phone, and those hours are valued at each person's or grade's cost.

View module

Productivity Control

Productivity analysis by employee, team and task type based on charged hours.

Project Calendar

A visual calendar with the milestones, phases and scheduled work of every project at once.

Project Work Reports

Work reports linked to the project: what was done, who did it, how long it took and what materials were used, filled in from a phone.

BC3 Importer

Import estimates in BC3 format (the Spanish construction standard) with their chapters, items, measurements and prices, without typing a single line.