Ctimebi

In a simple visualisation, you get a quick and comprehensive overview of the current situation, in value and %, at company, and or: project group, project, cost, revenue and margin level

Analyse and compare planned, forecast, actual and projected amounts.

• The PPI (Production Performance Index), assesses the degree of execution of planned production.
• The CPI (Cost Performance Index), assesses the value of the actual costs against the value of forecasted costs for the work performed.

Compare the Tender Budget with the Production Budget (intial production target / revised production budget).

Follow the trend of the dynamically updated Final Projection against the Production Budget, to the desired level of detail.

Follow the trends of the payments, and or, receipts

• Compare the target, forecast, actual and projected quantities (for the remaining work).
• Analyse the temporal distribution of the projected quantities.
• Immediately establish the impact of the variation of the quantities, on the cumulative variance to date, in value and percentage.
• Leverage financial gains in resource purchases, by consolidated analysis of the resource requirements across multiple projects.

Visualise the to-date actual and the projected future of your project(s), both graphically and numerically.

• Follow the development of the accruals/adjustments, to costs and revenue, that have been considered on the project(s).
• Analyse the impact that the accruals (i.e. adjustments) have on the project and consolidated projects

• Compare the profitabilities of the tender budget, the initial production budget, the revised forecast budget, and the to-date actual with final projection (the predicted budget).
• Monitor the progress of the percentage of completion of the project or of consolidated projects.
• Compare the recognised result with the result considering percentage of completion.

Compare the target budget ratio with the actual to date plus projected (remaining) ratios by project or for consolidated projects.

Obtain costs and invocing data by project or for consolidated projects [i.e. actual values at date (ERP) + projected values (Candy)]

• Track the historic trends of each project's under/over billing, with detail down to item level.
• Evaluate the monthly financial impact on each project or for a group of projects.

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• Track the amounts awarded to subcontractors, as well as the amounts due for work carried out and the amounts due for invoicing by the subcontractors.
• Assess any amounts of under/over invoicing of subcontractors by project or by consolidated projects.
• Compare the total amount due to subcontractors with the corresponding amount invoiced to the client.
• Monthly review of the amount of the subcontract work still to be awarded against the final expected amount of subcontract work.

• Track the trends of the value of the project that is considered to be"closed", and the inherent degree of risk of variation to the final projected amount.
• Identify the activities and items and their values that remain "open".

Identify items where the is a projected negative margin for work to be performed, and or, invoiced for a loss.

• Monitor the tends of the proposals for additional work awaiting approval, as well as the amounts involved (costs, revenues and expected margins).
• Evaluate the theoretical costs and revenues of the additional work already carried out but not approved, as well as the trend in this regard.
• Analyse the impact of these values on each project and for consolidated projects.

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