CTime Construction Business Inteligence
CTime is an application that is developed by TimeLink to function as a Business Intelligence tool that brings together data from Candy and from the company’s ERP or Accounting system.
- Projects can be consolidated and analysed by characteristic, for example: by geographical regions, by contracts manager, by job type, etc.
- Projects can be controlled to the required level of detail: Job Location, Task, Group, Ledger and Resource
- Costs, Income and Profit Margins can be controlled.
- 360º control of Amounts, Quantities and Rates.
- Data for elapsed periods is stored for analysis and is displayed with the projections for remaining periods. Data can be analysed by period or cumulative amounts.
- Alerts can be configured by defining the maximum permissible variation amounts, and any values that exceed these limits will be automatically highlighted, allowing the users to speedily identify difficulties.
- The last month’s data can be rapidly incorporated into the analysis and the future forecasts are automatically updated based on the latest revision of the production budget. Using Candy, the production budget is updated dynamically on the fly.
- Quick review of previous periods’ data.
- Unlimited reporting with pre-defined by editable Excel Pivot Tables and Pivot Charts.
- Create reports in Word or PDF format automatically.
- Automatically send reports through Outlook.
The Cumulative and Period Amounts Sheets:
These two sheets are similar, but the one shows cumulative values and the other shows period values. Note that the period values that are shown are derived from the differences in the previously recorded cumulative amounts, and this data cannot be changed.
Analyse and compare planned, forecast, actual and projected amounts.
The PPI (Production Performance Indicator), is an indicator of the production that has been achieved against the planned production.
The CPI (Cost Performance Indicator), is an indicator of the actual costs against the expected costs for the production that has been achieved.
The Rates sheet:
Comparison of the average production budget rates versus the actual average rates (from the accounts) and the projected rates for works remaining (from the current production budget). Immediately establish what the impact of the resource rate variations (in amounts and %) is on the current cumulative variation for the project(s). Projection of the future impact of the variations.
The Quantities Sheet:
Comparison between the initially budgeted quantities, the currently budgeted quantities and the projected quantities (for completed and outstanding works). Monthly forecast for the projected quantities (for the outstanding works). Immediately establish what the impact of the resource quantity variations (in amounts and %) is on the current cumulative variation for the project(s). Leverage purchasing power and manage future resource purchasing requirements by consolidating like resources across the company’s projects for greater profits.
The Margins and Degree of Completion Sheet:
Assessment of the margins: tender bid budget, the initial production budget, the current production budget and the projected final.
Scrutinise the evolution of the degree of completion of the individual projects or consolidated projects.
Compare the profit declared with the result considering the degree of completion.
The Cost / Income Ratio Sheet:
Assessment of the Cost/income Ratios for the production (the production budget), the real (the actual) and the projection for each individual project or combined projects.
|Budget||Cost vs forecast income (from the CPB -Current Production Budget) ratio||Candy|
|Real||Cost vs real income. Includes adjustments, if they exist.||ERP|
|Final Proj.||Cost vs projected income (from the CPB revised resource and production rates)||ERP & Candy|
The Subcontracts Sheet:
Note that the data here should not include Labour Only subcontracts.
Track the amounts that have been awarded, the amounts that are due and the amounts paid.
Evaluate the under/over paid amounts for the subcontractor by project or group of projects.
Compare the amount due to the subcontractors for work done with the amount that is being claimed from the client, for the corresponding works.
Monthly assessment of the value of awarded subcontract work outstanding, against the value of the projected subcontract work remaining.
The VO’s Awaiting Approval Sheet:
Track the costs, income and margins amounts of the variation orders for which approval is outstanding, as well as the periods in which they arose to establish how long the approvals have been outstanding.
Assess the theoretical cost and income of the additional works completed for which approval was not given, as well as the period in which they were produced.
Analysis of the impacts of the above-mentioned amounts, by project or by projects.