PMS

Portfolio value, spend against plan, earned-value variance, schedule slip and open changes — each figure drillable to the job behind it.

Inbox, queues, saved views, automations and SLA performance — the service side of delivery, on the same tenant as the projects.

Resource assignment with workload and clash detection across projects, plus time and attendance feeding actual cost.

Tasks, checklists and assignments roll up into job progress, so the plan updates from the work rather than from a status meeting.

Every change carries its cause, its cost and time impact, its approval chain and the revised baseline it produces.

The engine watches cost and schedule variance against tolerance. When a job breaks its threshold it auto-promotes the variance into a Change Request rather than letting it drift.

Progress, actual cost and actual dates are captured against the identical structure, which is what makes deviation computable rather than argued.

At kick-off the schedule is issued to the delivery team, with responsibilities, resources and start conditions attached to each job.

Parent and child jobs, dependencies, float and the critical path — with a frozen baseline that later slippage is measured against.

The frozen estimate becomes a budget: allocations per job for material, labour, machinery and overheads, phased across the programme.

Estimation is authored on the same Gantt spine the project will later be run on, so the estimate, the budget and the schedule are three views of one structure rather than three documents.